Price 2iS Cexcts 



GV 867 
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1921 
Copy 1 



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ORGANISE 
A LEAGUE 



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"^| [ SIGNALS 

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Piatt\o i\d 

T>^cKi\ieal Terms 
^ I of Base Ball 



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How to Organize a League 
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Spalding Score Books, Competitors' Numbers, Etc. 

BASE BALL SCORE BOOKS. 
Made in three styles— Morse (Nos. 1, 3, 4, 5 and M) ; A. G. Spalding style 
(Nos. 2 and S); John B. Foster style (No. F). The Spalding style has 
diamond shaped spaces for scoring. 

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No. M. Board cover, Morse style, 79 games " 1.50 

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CLUB SIZE. 

No. 4. Morse style, 8%xl0% in., 30 games Each $2.00 

No. 5. Morse style, 8%xl0% in., 79 games " 3.00 

Score Cards, X game Dozen ,10 

BASKET BALL SCORE BOOKS. 

No. 10. Paper cover, 10 games Bach $0.20 

No. 11. Board cover, 25 games " .50 

No. A. Collegiate, paper cover, 10 games " .20 

No. B. Collegiate, board cover, 25 games " .50 

No. W. Women's Basket Ball Score Book, 25 games " .50 

TRACK AND FIELD, TENNIS AND GOLF SCORE CARDS. 
No. TF. Olympic Score Card; for outdoor and indoor track and field 

athletic meets; used in A.A.U. championships Each $0.05 

No. H. Tennis Score Card, endorsed by leading umpires; used in 
national championships, new and improved design; for five 

sets: in two colors Dozen .75 

No. L. Golf Score Sheets; used in leading tournaments; size 22x28 in.; 

match play or medal play (specify which is wanted). Each .30 
COMPETITORS' NUMBERS. 
Used in A.A.U. , intercollegiate and interscholastic championship events. 
Mnde up in sets (1 to 50. 1 to 100, etc.). 

Manila paper Per number $0.02 Linen backed Per number $0.12 

Letters, A, B, C, D, etc., on manila paper, for relay races.. Per letter .05 

Any of the above mailed postpaid on receipt of price. 
American Sports Publishing Company, 45 Rose St., New York 




LEFT FIELD 



* N«w York American Leagu 
also uses this ground. 



RIGHT FIELD 



National League Club 
also uses this ground. 



In the diagram it will be noted that although the lines begin at a common home plate, 
actually they have no direct connection with each other as right or left field lines, but 
are arrangred in the order to which their length entitles them in the comparison. 



roLl L — plfH] 

— I n r^ Spalding "Red Cover" Series of *— i j— j j — 

^ I Athletic Handbooks I — . p-i 

U No. 83R U 



HOW TO 

ORGANIZE A LEAGUE 
MANAGE A TEAM 
CAPTAIN A TEAM 
COACH A TEAM 
SCORE A GAME 
ARRANGE SIGNALS 

INCLUDING 

HOW TO LAY OUT A 
LEAGUE DIAMOND 

AND 

Technical Terms of Base Ball 



BY J. E. WRAY 

ST. LOUIS 



PUBLISHED BY 

AMERICAN SPORTS PUBLISHING O 

__ _ COMPANY rd^ 

^ U L- .. Rose Street, New York cZ, „ ^ 






\'^P 



Copyright, 1921 

BY 

American Sports Publishing Compaby 
New York 



©CLA617445 



Contents 

PAGE 

How to Organize a League 4 

How to jManage a Team 17 

How to Captain a Team 33 

Duties of Captain and Manager 38 

How to Coach 47 

Technical Terms of Base Ball 52 

Pitching 53 

Batting 58 

Fielding 65 

Base Running 68 

Umpiring 71 

General 73 

Base Ball Scoring Methods 76 

Signal Systems for Base Ball 82 

Equipment of a Base Ball Team 90 

Quick Method of Laying Out a Base Ball Diamond. ... 95 

How to Lay Out a Base Ball Diamond 97 

How a Big League Keeps Its Records 102 

How to Arrano:e a Base Ball Schedule 105 



4 SPALDING'S ATHLETIC LIERARY. 

How to Organize a League 

Organization in base ball is the only successful method 
by which to establish a championship under mutual rules 
and like agreements which must govern all the conditions 
that may be created during the progress of the contest for 
the pennant or trophy. Independent teams flourish in 
small towns and communities playing seasons which are 
successful from the standpoints of interest, municipal ad- 
vertisement and financial return. The great tendency in 
all sections where there is sufficient population is to form 
leagues and play for the championship of that league. 
After that is v/on honors may be sought in the wider field 
of inter-city or inter-state competition. This is specially 
true of non-professional teams, with which for the moment 
let us deal. 

Leagues may be formed from any groups which contain 
ball players. The teams may be supplied by schools, col- 
leges, business houses, athletic clubs, Sunday schools, fra- 
ternal organizations or industrial plants. In assembling 
tlie leagues care should be taken to group only harmonious 
elements. The following points should be borne in mind: 

1. Teams having a kindred origin take keenest interest 
in a league contest. For example, form your leagues 
of all mercantile clubs, all athletic club teams, all 
school teams, where possible. 

2. Only clu1)s averaging the same age as to the per- 
sonnel of players or of a similar degree of experi- 
ence can survive. 

o. Avoid racial or religious rivalry in making up your 
leagues. 



SPALDING'S ATHLETIC LIBRARY. 5 

Organizers will easily sense when teams selected are apt 
to prove congenial, and these points may be safely left to 
the promoters of the organization. 

Often leagues are formed under one roof, as is the case 
with many large ])usiness corporations in the larger cities. 
In this case the problems of the promoters are greatly 
reduced, as in almost ever}' instance the house welfare 
organization will appoint an executive, upon request, v/ho 
will effect an organization of teams representing the various 
departments, and evolve a constitution and by-laws to 
govern the particular needs of the clubs involved. 

The growing popularity of leagues of this character 
seems to warrant the publishing here of a set of by-laws 
governing a league wliich has successfully conducted a 
campaign for several years. This league, wdiich developed 
in one of our large cities, has operated under a house wel- 
fare organization which was generous enough to supply 
uniforms for its men and an athletic field for its games. 
Following are the few rules it has found sufficient to 
govern its operation and limited business: 

CONSTITUTION AND BY-LAWS OF THE BLANK 
ELECTRIC BASE BALL LEAGUE. 

Article 1. 
This league shall be known as the Blank Electric Municipal 
Base Ball League. 

Article 2. 

i The salary of the umpires shall be $ per single game 

and $ per double game. Salary of ofEdal scorekeeper 

shall be $ per game played. 

Rule 1. 
All games shall be played on Saturday afternoons as per 
schedule, single games bej^inning at 3:30 o'clock, double- 
headers at 1 :30 o'clock. Umpire may grant an extension of 



C SPALDING'S ATHLETIC LIBRARY. 

fifteen minutes. If not ready to play then, offending team shall 
forfeit game. Team playing first game on each Saturday date 
must be off the field at 3:30 o'clock. 

Rule 2. 

No team shall play any person who is not employed by the 
Blank Electric Company, and who does not work in the de- 
partment or departments assigned to that team. Employes to 
be eligible as members of the base ball team must have been in 
the employ of the company at least one week, seven calendar 
days intervening between the date of employment and the first 
game in which they take part. A player who is transferred 
from a department after playing with that team shall remain 
with said team, unless written release is sent to the Secretary ; 
provided, however, that a player may be transferred under 
league ruling to another team at any time with the consent of 
all managers. 

Rule 3. 

An Advisory Board, consisting of Mr. Jones, Mr. Brown and 
Mr. Smith is hereby created. All transfers must be approved 
by the Advisory Board before a player is actually transferred. 

Rule 4. 

All games must be played under the rules adopted by the 
Committee. 

Rule 5. 
Postponed games may be played at the convenience of the 
teams interested ; provided, however, that the President of the 
league shall sanction same. 

Rule 6. 
The Spalding Official National League Ball must be used in 
all games. 

Rule 7. 
Copies of these rules shall be sent in duplicate to each team 
manager, who will sign one and return same to the Secretary. 

Rule S. 
All complaints and protests against players or officials must 
be made in writing to the Secretary not more than three days 
after offense is said to have been committed. 



SPALDING'S ATHLETIC LIBRARY. 7 

Rule 9. 
To be eligible to become a member of any team in this league 
each player must belong to Blank Athletic Association. 

The city in which this league operates has inaugurated a 
municipal base ball league which helps center the league's 
interest in this way: the victors in the house league are 
eligible to compete in elimination matches with the winners 
of other municipal divisional league titles, the final winner 
to be the city champion. A still further incentive is fur- 
nished by the fact that the city champion team is annually 
taken on trips to play the champions of other cities. Thus 
a keen zest is given to the entire season of this little six- 
club body, which originated under the roof of one business 
concern. Every player in it knows that he is working for 
a chance at the city title and a trip out of town. 

Wherever it is possible, it is recommended that inde- 
pendent leagues group themselves with other leagues under 
a common organization for an elimination and community 
championship series. The wider the scope of a league's 
opportunity, the keener the interest of the players. 

It will be noted in the foregoing by-laws that no refer- 
ence is made to amateur and professional. This was because 
the city municipal organization under which the league 
operates, has defined the distinction — and a very broad and 
liberal definition it is. 

Mercantile leagues are the easiest to organize, inasmuch 
as employers take a more or less keen interest in the sport- 
ing activities of their employes and are always willing to 
assist financially and in other ways in the organization of 
teams and leagues. It keeps the men healtliy in mind and 
body — a condition which is reflected in their increased 
working eflSciency. 



8 SPALDING'S ATHLETIC LIBRARY. 

Independent teams exist in almost every mercantile 
establishment, and the task of grouping them into a league 
is simple. Only a leader to start the movement is needed, 
after which the question of finance will be cared for by 
mercantile establishments themselves, if necessary. How- 
ever, all organizations should rest on their own financial 
foundations wherever this is possible. Only a small indi- 
vidual contribution by each player v/ill be found necessary. 

This form of organization will need a more detailed 
set of governing rules, since it is not under the keen 
eye of a- welfare association, whose benevolent control 
straightens out kinks and arguments. 

A sample constitution for such a league is appended. 
It may be made applicable to almost any form of organiza- 
tion from mercantile to independent teams: 

INDEPENDENT AMATEUR BASE BALL LEAGUE. 

CONSTITUTION AND BY-LAWS. 

Article I — Name. 
This organization shall be known as the Independent Ama- 
teur Base Ball League. 

Article II — Object. 

The object of this league shall be to play base ball and 
encourage it by sportsmanlike methods, always contending 
against and decrying rowdyism on the ball field or in the club- 
house. 

Article III — Membership. 

Section 1. The membership of the league shall be composed 
of not more than eight clubs and not less than six clubs. 

Sec. 2. Each club shall be entitled to one representative at 
all meetings, who shall vote on all matters which shall come 
up at the meetings. 



SPALDING'S ATHLETIC LIBRARY. 9 

Sec. 3. Five representatives shall constitute a quorum, if an 
eight club league ; while four representatives shall be a quorum 
for a six club league. 

Sec. 4. No club shall be admitted into this league except its 
players are uniformed, and at least two-thirds of the players 
in any game must be fully uniformed. 

Article IV — Officers. 

►Section 1. The officers of the league shall be composed of 
Fresidsnt, First Vice-President, Second Vice-President, Secre- 
tary and Treasurer, to be elected at the meeting held in Febru- 
ary of each year, and to hold office until their successors arc 
elected and qualified. 

Sec 2. The President shall preside at all meetings. lie shall 
call special meetings at the request of throe representatives. 

Sec. 3. A Mce-President shall act in tlie same capacity of 
the president during his absence, the First Vice-President to 
have precedence. 

Sec. 4. The Secretary shall keep a record of the minutes of 
all meetings, attend to all correspondence, appoint scorekeepers, 
Waterboys, attend to publicity of league, and perform such 
other duties as the constitution and by-laws may provide. lie 
shall receive a salary of $ per game from each club. 

Sec. 5. The Treasurer shall receive all moneys of the league 
and deposit the same in such trust company or bank as the 
league may direct. He shall pay all bills contracted by the 
league, and shall render a report of all receipts and disburse- 
ments at each meeting. 

Sec. 6. Neither the Secretary nor the Treasurer shall par- 
ticipate as a player with any team of this league. 

Article V. — Games. 

Section 1. A schedule of games to be played shall be 
adopted at the earliest possible moment not later than two 
weeks prior to the beginning of the season. This schedule 
shall be carried out except as provided for. 

Sec. 2. The first game of each double header shall be started 
promptly at 1:30 o'clock, and shall continue until 3:30 o'clock, 



10 SPALDING'S ATHLETIC LIBRARY. 

or until at least seven full innings liave been played, provided 
weather permits. 

Sec. 3. All second period games of a doubleheader shall be 
started not later than ten minutes after first period games are 
completed according to Section 2, and shall continue until com- 
pleted, unless called by the umpire on account of darkness, 
unfavorable weather conditions, or through objection over 
which the league has no control. 

Sec. 4. If rain or wet grounds interfere with starting of the 
first game of a doubleheader, the second game of such double- 
header shall be automatically called off on those grounds until 
such date as the game may be played. 

Aeticle VI — Funds. 

Section 1. Each club shall deposit with the treasurer the 
sum of $ not later than , 19 , as a guar- 
antee of good faith. Of this amount $ shall be deducted 

for entry fee into League, balance to be returned 

at end of season. 

Sec. 2. Each club shall deposit with the Treasurer twenty- 
five dollars ($25.00) April the first, and on June 15, twenty 
dollars ($20.00). This is for expenses of the league, such as 
umpire, scorekeeper. Secretary, waterboy, etc. 

Article VII. 

Section 1. Any club leaving the field during the progress of 
a game shall be fined the sum of five dollars ($5.00), and 
be subject to expulsion, should the league so direct. 

Sec 2. All protests of games shall be filed in writing with 
the Secretary not later than three days after game is played. 

Sec. 3. Games shall not be protested on account of a player 
having played for a consideration without the manager's 
knowledge, provided the manager makes a sworn aflSdavit 
to that effect. 

Sec 4. Managers having protest information shall imn>e- 
diately present same to umpire before start of game. 

Sec 5. All postponed games that have any bearing on 
standing of league must be played when Arbitration Committee 
so directs. 



SPALDING'S ATHLETIC LIBRARY. 11 

Aeticle VIII — Umpires. 
Section 1. Umpires shall be appointed by the President, 

and shall receive for their services the sum of $ per 

game. 

Article IX — Forfeiture. 

Section 1. Any club failing to deposit the sum of money as 
provided for in Article 6, Section 1, within the stipulated time, 
shall forfeit all rights to membership, and the clubs in good 
standing shall have power to fill such vacancies. 

Sec. 2. Any club failing to obey the provisions of the rules 
and regulations shall be expelled from the league, and shall 
forfeit all moneys deposited with the league. 

Sec 3. Any club voluntarily withdrawing from the league 
shall forfeit all moneys deposited with the league. 

Article X — Meetings. 
Section 1. The regular meeting of the league shall be held 
on the first Tuesday of each month during the playing season. 

Article XI — Order of Business. 
The regular order of business at meetings shall be : 

1. Roll call. 

2. Reading of minutes of previous meeting. 

3. Bills and communications. 

4. Reports of committees. 

5. Unfinished business. 

6. New business. 

7. Treasurer's report of receipts and disbursements. 

8. Remarks. 

9. Adjournment. 

Article XII — Arbitration. 
Section 1. An Arbitration Committee shall be composed of 
one representative from each team, and in case of tie vote, the 
President shall cast the deciding vote. 

Article XIII— Ball. 
Section 1. Tl^,e Spalding Official National League Ball shall 
be the official ball. 



12 SPALDING'S ATHLETIC LIBRARY:. 

Article XIV. 
Section 1. This constitution and by-laws shall be in force 
immediately after their adoption, and shall be subject to a 
change at any regular meeting by two-thirds vote of the num- 
ber of clubs comprising the league. 

The foregoing can be made to fit all conditions by a 
few alterations and will be found to cover practically all 
emergencies. Nevertheless, the success of any league U 
entirely up to the co-operation of team managers, captains 
and players, as well as the directors of the league. 

One of the great evils pertaining to the class of leagues 
developed under the conditions outlined is the ten- 
dency toward secreting professionals. Professionalism is 
all right in the open, where it is expected and acknowl- 
edged; but in organizations that are in the game merely 
for the sport, secret professionalism is the blight that 
eventually destroys the peach. Men interested in clubs, 
perhaps employing some of the players, are the principal 
causes of this form of professionalism. Desiring to see 
the team win that they favor they secretly pay more expert 
talent in violation of league rules, while the other clubs 
continue to play for glory. Again, say in mercantile 
leagues, the employer will reach out and hire a man of 
known exceptional base ball ability, paying him a secret 
bonus to play ball in addition to his salary for working. 
This is an obvious injustice to teams which are observing 
the rules. It also tends to cause unrest among the less 
favored players of other teams and also among workers 
in the plant who do not play. 

In some cities this form of professionalism has reached 
the point where some base ball players are paid more to 
play two games a week, Saturday and Sunday, than they 



SPALDING'S ATHLETIC LIBRARY. 13 

are for their entire week's daily labor. Yet clubs which are 
thus unfairly benefited are called ''amateur/' 

Professional teams have a big place in the base ball of 
the country. Openly conducted as professional and semi- 
professional, they are a great boon to the fans, who desire 
to watch a higher grade of base ball playing than can be 
found among the "Simon pures." 

Organization of leagues like this becomes a complicated 
matter, one for a specialist. No novice should enter this 
field. Preferably it should be undertaken by one who has 
had experience in base ball organization, as there are many 
difficulties to be overcome. 

In forming a semi-professional or professional league, 
the first two points to be considered are : 

1. Population of the cities comprising the circuit. 

2. Cheapness of transportation facilities. 
Semi-professional leagues can seldom survive other than 

a compact circuit, because of loss of time, hotel bills and 
railroad fare. Perhaps no better advice could be offered 
than that of Tim IMurnane, an old ball playe. and himself 
an organizer of leagues and for many years chief executive 
officer of a Class A organization. Murnane epitomized 
the necessities of professional league promotion in the fol- 
lowing article, written before his death. He wrote: 

If I were to organize another minor league to-morrow 
I would first, after selecting the cities for an eight-club 
league, name the eight men to manage the clubs. 

These men would be old ball players with executive 
a1:>ility, and each would receive a certain percentage of 
stock in the club. I would have it arranged so that no 
club could remove its manager without the consent of the 



14 SPALDING'S ATHLETIC LIBRARY. 

president of the league. This would give each manager 
confidence and contribute to continued earnest efforts, if 
his start happened to be discouraging. 

My first advice would be to insist upon perfect order on 
the field and clean uniforms. Nothing influences popular 
opinion more certainly than the spick and span appearance 
of a club on the field. Nothing suggests slovenly base ball 
play more certainly than a slovenly personal appearance. 

Gambling should be absolutely barred, and gambling 
among spectators as well as players punished or stopped. 

Games should be called promptly; there is little excuse 
for a nine-inning contest enduring longer than two hours. 

In general, I would recommend to the league promoters 
as worthy of consideration the following suggestions: 

1. Keep your circuit as compact as possible, while 
taking in the best base ball cities available. 

2. Have officers and a head who know the game and 
will insist on every one living up to the rules and 
regulations, and who will force managers and 
players to respect the umpires as representing the 
league. 

3. Select the class to which your population entitles 
you, and make every effort to stick within the sal- 
ary limit. 

4. A fair sprinkling of experienced players with raw 
recruits will make the best combination. The 
young players should start at a modest salary, as 
for them it is everything to get a chance in organ- 
ized ball where those looking for talent will soon 
find the boys entitled to the substantial salaries. 

5. Live up to the rules, and force the press and pub- 
lic of your cities to realize that the league is a 



SPALDING'S ATHLETIC LIBRARY. 15 

substantial institution, bound to improve the weak 
spots, and respect the rights of the individual 
members. 

6. Pay all bills promptly, including advertising, and 
work in every way to gain the respect of the local 
public, which will find a well-handled base ball 
team one of the best methods of advertising a city. 

7. Insist on discipline among the players, for one bad 
peach will spoil a basket. Therefore, be on the 
alert to keep the players on their good behavior, as 
this counts more in the minor leagues and local 
teams than in the larger cities in the major 
leagues; but in all parts of the country it is the 
salvation of the game. 

8. Selfish players come from all sides, and, like the 
restless ones, must be guarded against. The pick 
of the players go to the big leagues, and a man- 
ager of a club should make it plain to his players 
that any of them worthy of advancement will 
receive his hearty co-operation. 

For all minor leagues a salary limit is essential, and 
the observance of this limit is one of the vital features 
in the success of a league. It is just as important as the 
enforcement of the umpire's decision and the insistence 
on the payments of fines for dereliction in either play or 
deportment. 

Each league must have officers at the head who are able 
to force club owners, managers and players to live up to the 
laws in every particular. In other words, men who con- 
eider the interests of the league above all else, and who, 
while holding office, hew to the line, with fair play for a 
watchword, and the closest regard for the good of the sport. 



16 SPALDING'S ATHLETIC LIBRARY. 

These officials must eliminate all personal interests, and 
the very man who will fight hardest to gain a point or a 
concession from the league will be the warmest admirer of 
the officials when he realizes that they enforce the laws of 
the league to the letter, and spell duty all the time with a 
capital D. 

Therefore, when promoting a base ball league, the most 
important work on hand is the selection of an executive 
head who is well posted on base ball from all angles, politi- 
cal as well as from the standpoint of owners and players. 
A man who can mix with the lovers of the sport and still 
have adaptability to his executive position and ability to 
lead at all times. 

A poor executive can keep his league in hot water all 
the time, while an official with good judgment and back- 
bone will make the same league bloom like June roses. Men 
who have given up the idea of any connection with major 
leagues make the best controlling heads for the smaller 
organizations, for the reason that they are willing to bring 
out young players, and are not taken up with the cham- 
pionship idea at the expense of the salary limit. 

The safest man to control a minor league club below 
Class A is a retired ball player who wins out when his club 
does well financially. He will keep closer to the salary 
limit than the owner. 



SPALDING'S ATHLETIC LIBRARY. H 



How to Manage a Team 

(The folloiolng article, in substance, teas contributed by the 
manager of a major league base ball club, a man whose 
judgment of ball players has given to the world at least three 
of its most brilliant players. For personal reasons, he docs 
not wish his name mentioned.) 

A FEW ^^DON'TS" FOR NEW MANAGERS 

Don't "bawl out'' a player on the field — or any other 
place. 

Don't forget to explain to each and every player the 
technical nature of a mistake he has made. 

Don't forget to be considerate in the way you do it. 

Don't lose your temper. 

Don't ever fine a player for making a misplay either of 
hand or judgment, if he's trying. 

Don't talk contract business with players, unless you 
have to. 

Don't teach your players to "bait'^ the umpire. 

Don't reproach a player for impulsive, honest protest 
against what he believes to be injustice. 

Don't hamper your men with too many rules of personal 
conduct — they breed sneaks. 

Don't forget that a vast majority of men respond to 
persuasion more readily than to force. 

Don't displace a player because he has two or three bad 
days. 

Prescribing a set formula or plan for managing a base 
ball club is fully as easy as "squaring the circle" or invent- 
ing perpetual motion. In other words, it is theoretically 
possible, but practically, impossible. 



18 SPALDING'S ATHLETIC LIBRARY. 

When I speak of managing a base ball club I, of course, 
refer to a major league base ball club, since all other teams 
are handled on modifications of major league ideals or 
principles. I have had experience as a player, as scout and 
as manager of both college and major league teams, and 
feel that when I say theee is no set rule foe handling 
ANY TEAM, that I am qualified to speak authoritatively on 
the subject. 

In the first place, so many things enter the realm of 
club management, matters that concern human nature 
quite as much as, or perhaps more than, the technical 
side, that nothing short of a perfect knowledge of tempera- 
mental and playing qualities of the entire squad would 
entitle anybody to lay down even one rule for the conduct 
of a club. Nevertheless, there are certain broad principles 
which every manager must keep in mind before he can 
begin putting his house in order and directing the play and 
tactics of his men intelligently. 

When a manager is assigned to a club and, to some 
degree, strange players, he should have in mind several 
steps which he expects to take up in turn. 

1. Thoroughly acquaint himself with his team mem- 
bers, technically and temperamentally, and the key- 
note to their dispositions. 

2. Establish a thorough understanding with each indi- 
vidual, making a strong endeavor to command his 
liking as well as respect and confidence. 

3. Establish reasonable personal conduct rules. 

4. Select from the members of the squad those who are 
most alert to act as captain and field coaches. 

5. Develop smooth team work in the field. 

It will be noted that the first consideration is to gain 
the confidence of the team and its earnest support. No 



SPALDING'S ATHLETIC LIBRARY. 19 

base ball nine can run successfully unless there is a spirit 
of cordiality and co-operation between players and man- 
ager. Without it, individual efficiency is lowered and the 
team will become one of factional dispute and acrimonious 
quarreling. One disaffected player may upset every man- 
agerial effort for unanimity. Too often one disaffected 
player has brought that about. 

Experience has shown that at the outset of his career 
a manager's first objective should be the development of 
a team spirit. With this thought in mind, the manager is 
to take his list of available material and study its nature 
with respect to the probable temperament of his players. 
In any squad of men it is assured there will be all sorts 
of personal dispositions, and right here is where the man- 
ager has to make himself a diplomat. Some players must 
be cajoled, some praised, some punished. The last method 
should be resorted to only when patient effort has ex- 
hausted every means to win a player's interest and to 
render him tractable. 

One of the most frequent causes of disagreement lies 
in the system which exists widely to-day of permitting the 
manager to arrange financial contracts with the players. 
Haggling over the amount of salary frequently leads to 
breaches beyond healing, and in no infrequent number of 
cases forces the manager, in the end, to trade a great player 
for a less able one. Wherever it is possible, contract agree- 
ments should be reached by the club president and not the 
manager. Ill-feeling is then directed away from the man- 
ager, who is relieved of the embarrassment of taking a 
large sum off a player's pay envelope and thereby incurring 
his dislike. Players yAU not sulk with a manager who 
does not hire them, because they esteem him one of them- 



20 SPALDING'S ATHLETIC LIBRARY. 

selves — just a hired man on a salary. Where a manager 
DOES hire his players, he will have to work out his OAvn 
salvation through knowledge of the individual involved; 
for individual cases require different treatment. 

Presuming that he has signed all the desirable talent 
that he figures he may need — in the case of a major 
league club this ought not to be over twenty-five men in 
early spring — and has become personally acquainted witli 
the idios3^ncrasieSj hobbies and dispositions of the various 
players, the manager must resort to the training season 
test of his men — all too short a test, if the men are entirely 
new to him. To a certain extent he is compelled to accept 
the dictum of the other officers of the club regarding the 
qualities of veterans and to center his efforts on the analysis 
of his newer playing material. 

It is considered wise for any manager, building toward 
the future, to keep in hand a certain number of young 
men of promise, both for relief duty and for further 
seasoning. Under existing conditions it is hardly possible 
to maintain more than four extra young players, for tlie 
demands of regular play will require that each team have 
the following subdivision of regular talent: 

Pitchers — At least six. 

Catchers — At least three. 

Infielders — Five; six preferably. 

Outfielders — Four regulars. 
This is a total of eighteen, leaving room on the bench 
for only four reserve "prospects.'' The necessities of 
pitching will require that two of these be pitchers, one 
right-hander and one left-hander; a third should be an 
infield utility substitute, while the other should be a man 
of pinch hitting strength with an outfield leaning. When 



Sl'ALDI-NG'S ATHLETIC LIBRARY. 21 

June r.ppears, some such line-up will have been effected in 
conroimity with the league's player limitations. 

Having weeded out superfluous talent while training, the 
manager faces the task in his team of learning its bed-rock 
qualities and the special abilities which his players may 
be relied upon to show under pressure. The knowledge 
of individual ability to perform to top efficiency under 
stress is of the greatest importance to managers. The 
weaklings must be tabbed and every strain possible lifted 
from them. To a certain extent every player can be edu- 
cated into confidence in himself so that ordinary discourage- 
ments cease to affect his playing. 

The tendency of latter day managers to pull players out 
of the game on the slightest sign of faltering seems to 
have been carried too far in many instances. The with- 
drawing of a hitter to make way for another hitter who 
swings from the opposite side of the plate, just to meet 
a shift of pitchers on the part of the opposing team, may 
also ])e carried to extremes. Some judges of base ball hold 
that frequent withdrawals of pitchers and batters to make 
way for pinch performers weakens the morale of the player 
withdrawn and tends to make him lose his stubbornness, 
resisting power and self reliance. That does not neces- 
sarily follow. Some players recognize fully their personal 
limitations and do not care to force their way into situa- 
tions they know they cannot overcome. 

Having become acquainted with the disposition and play- 
ing abilities of his men, the manager proceeds to assemble 
the team, arranging it with due regard to balance in bat- 
ting, pitching, fielding and base running. Of course, where 
it is possible, at learnt two-thirds of the regulars will be 
seasoned and tested material, and the placing of these men 



22 SPALDING'S ATHLETIC LIBRARY. 

will be a matter of course. The pitching department will 
receive the manager's first attention. It is the usual goal 
of every manager to have four pitchers of Al merit, to 
work in rotation. Reinforcing these, most major league 
teams have from three to seven extra players, some in the 
tryout stage, but generally three who are sufficiently 
advanced to act as stop-gaps in emergency. 

The manager will be likely to give his most earnest atten- 
tion to his battery department, for right here is where base 
ball teams are made or ruined. A manager may make a 
base ball club. By getting top efficiency out of every man, 
he may extract twenty-five per cent moee from a mediocre 
team — enough to give it a margin over his rivals. 

But let this be understood : A strong pitching staff has 
won more pennants than high class managers have won. 
For, after all, the most frequent winners are not neces- 
sarily the managers who are the best diplomats, the best 
tacticians or the greatest students of base ball ; they are the 
leaders who through good fortune or good judgment have 
assembled surpassing pitchers. 

It is well known that a great pitcher, now dead, once 
declared pitching was "eighty per cent of the game." That 
may be high; but it represents the broad fact that only 
an exceptional team can get world's championship honors 
without world's championship pitching. Look it up and 
see: 

One of the greatest teams in base ball, efficient in most 
departments and fairly efficient in all departments, with 
a master player like Ty Cobb as a member, failed to win 
a world's championship in three trials simply because the 
pitching of the other team was better than that of its own. 

Managers, therefore, should strive to get together the 
greatest pitching staff possible — an average team, well 



SPALDING'S ATHLETIC LIBRARY. 



handled, will do the rest. In the absence of topnotch 
pitchers, much may be done to present a fighting front to 
stronger pitching opposition. With his pitching staff of 
ordinary quality, the manager, balked of reinforcing this 
department of defense, turns his attention to the opposite 
feature of play — strengthening his attack. He gets 
together his strongest batting array and adds a heavy 
hitter, if possible, to make up for the lack of topnotch 
pitching. Batting can never quite be brought to a point 
where it can offset good pitching, because there will be 
breaks in the sequence of good hitting that will prevent 
runs. But most managers contrive to have one good lead- 
off man, whose duty it is to get to first. The first three 
men should all be fast, good hunters, base-stealers and 
alert men on the paths. They are the men who have the 
best chance to score early in the game, when a run weak- 
ens the morale of the foe and encourages your own pitcher. 
A lead makes vast difference in the fighting spirit of some 
teams. Hence the lead-off man must be a man who gets 
on frequently, either by drawing a base on balls, beating 
out infield hits or by clean singles. 

The stereotyped and logical play is, of course, to sacrifice 
the runner with a bunt, and the second man, therefore, 
MUST be an absolutely reliable hunter. No team, by the 
way, should ever neglect constant practice at this impor- 
tant batting function, for there is never telling when the 
batsmen will be called upon to "squeeze" in a runner with 
the winning or tieing tally. 

The manager will have to seek, for his third, fourth and 
fifth hitters, his cleanest and hardest batters. The third 
place man should be one who makes the most base hits 
annually; that is, hits of the type that would score a man 



24 SPALDING'S ATnLETIC LIBRARY. 

from second base. Following him come the 42-centimeter 
''clean-np*' men, the big stick boys who break up ball games 
with one swing of the club. Here is where the reliable hit- 
ters should be placed — men w^ho love a crisis and who rise 
to their best when one presents itself. 

Following these, the hitting will depend on the man- 
ager's good or bad fortune in his last four batsmen. A 
hard-hitting catcher or a "Babe" Ruth pitcher is the salva- 
tion of a batting order, in that it prevents the usual innocu- 
ous, punchless finish to a rally started by the fifth place 
man. A team with second rate pitching, or one that lack;s 
ENOUGH high-class pitchers, should have a batting punch 
throughout its make-up. 

It's easy enough for a manager to know what to do with 
good talent — his real problems arise when he is forced to 
nurse along weak or erratic players and obtain an even 
delivery of power from each cylinder of the motor, so to 
speak. The manager can at least help his men over their 
weaknesses, to a surprising degree, in some instances. 

Take, for example, the pitching, which I must again 
remind you is where every managei^s attention must be 
directed. Pitching can be greatly improved by a system of 
record keeping. I have a friend, a big league manager, who 
brought this to my attention through a system of his own, 
and it looked so good to me that I have since tried it 
myself. 

It has been the custom of this manager to keep on his 
bench a man whose duty it is to score every play made with 
reference to what each opposing team batter does to each 
ball delivered by members of his own pitching staff. This 
scoring shows in detail just what each batter did to each 
ball pitched. My friend the manager brought to my atten- 



SPALDIXGS ATHLETIC LIBRARY. 25 

tion the record of one of his pitchers, a crack southpaw, 
against the Detroit Tigers. He pointed out how he had 
kept books on what the Detroit batters had done to his 
pitcher during his first year in the American League. He 
showed me a chart, which had been compiled from the 
scores kept, according to which the pitcher could see at a 
glance just what Ty Cobb — I name him just as an example 
— had done to every ball pitched; what kind of a ball it 
v/as; whether Ty had struck at it, fouled it, hit safely 
against it, singled, doubled or tripled ; to what field it was 
driven; vrhether it was a fly or ground ball — everything 
about it, in short. It also showed him, briefly, just what 
kind of pitching every member of the Detroit club failed 
to hit ! In other words, it was a chart of the Detroit bat- 
ting team's weaknesses against this pitcher. 

Then my friend the manager pointed to the result, the 
following season — this player had won nine out of ten 
games pitched against the Detroit team. He showed me 
other things which made me think hard. I have since 
grown to believe there is a great deal in his system. For 
a manager without surpassing pitching, some such help is 
necessary to bolster up the staff. Knowledge by the pitcher 
of the enemy's weak features against his own style of 
pitching tends to give the pitcher confidence and control. 
While on this topic of "control," I wish to mention a 
system that I have adopted of determining the value of my 
pitchers, or of new ones whom I am about to engage. 

I go to the record books to find out two elements about 
the past performances of my pitchers — the "bases on balls" 
and "strike-ouf columns. Here are two points in whieli 
teammates have no bearing on the situation. The base on 
balls, hit batsmen and wild pitches directly indicate eacli 



26 SPALDING'S ATHLETIC LIBRARY. 

pitcher's control or lack of it. Nothing his teammates can 
do will reduce or increase the total — it's just up to the 
man out there on the slab. By the same token, a strike-out 
is the only way by which his pitching effectiveness can be 
accurately attested. No teammate enters into the strike- 
out, as any catcher is good enough mechanically to receive 
a properly delivered ball. 

I have found that I can accurately depend for judgment 
of pitchers on their performance in these two respects. 
Whenever you find a pitcher with a low number of bases 
on balls charged to him and credited with an unusually 
large number of strike-outs, you have found a gem, a Koh- 
inoor. You can bank on it. 

Managers should not always take it for granted that 
former major league players must be left alone to play 
the game as they know it. I have found weaknesses in 
their play that can be eradicated by a little practise. 

In those features wherein both individual and team are 
weak practise is absolutely essential. In training camp 
I emphasize this feature and, instead of letting players 
practise in things at which they excel, I set them polish- 
ing up points in which they are deficient. Occasionally 
this polishing gains here or there, makes a run now and 
then, and not infrequently wins a game. In the long run 
the "percentage" as between othervv^ise equal clubs will 
swing the pendulum. Everything else being equal, for 
example, the team with the best base stealers will win the 
pennant from its rivals. It behooves the manager not only 
to let his players practise at the things they already knoW; 
but at those they are not so effective in performing to 
improve both. 

At the training camp, too, it is proper for the manager 
to begin establishing those rules of conduct which are to 



SPALDING'S ATHLETIC LIBRARY. 27 

shape the habits and aid the morale of the men for the 
entire season. This is important if the team gets into its 
stride; but it is still more important if the team starts 
poorly, when the tendency of players is to let everything 
slide and take to questionable amusements that will make 
them forget their failures. Such a lapse of good discipline 
might fatally affect a team which really was merely in the 
doldrums, not incapable. Lifting a team across despondent 
periods is one part of a manager's work and it is then that 
he needs all his spine — and able lieutenants on the team 
in a coach and a captain. 

The trainer or "doc'' of a team, the veteran player who 
perhaps has been hired as coach, the field captain — all can 
be used to restrain a team's spirits from getting into the 
Slough of Despond. Helpful, cheerful pointers can be 
delivered by these trusties; and they will be received with 
good grace whenever a manager fears that constant criti- 
cism and carping, coming from himself, will only further 
depress the spirits of his men. 

Charles Comiskey, the "Old Koman," was probably as 
successful a manager as the base ball world can recall. He 
has won league pennants and world's pennants for the past 
thirty years or more. He knew the game as a player, han- 
dled the team as captain, managed and captained the club, 
and later managed from the bench. As president of the 
White Sox he has dominated his manager and has won a 
world's pennant. Comiskey's judgment, therefore, may be 
rightly esteemed. 

In his day as manager he laid down the following rules 
for his own guidance, and they might be reprinted with 
some advantage to those interested in the subject. Here 
they are: 



SPALDING'S ATETLETIC LIBRARY. 

'Make it as pleasant for the players as possible, 
for success comes from a united front, and players 
will often band together to make it unpleasant for 
a manager they find unreasonable, and often 
rough, with no knowledge of the game. 

Players never should be called down for mis- 
takes on the field; fines do no good, but, instead, 
cause the other players to sour on the manage- 
ment. 

"Where a player fails to make good after a fair 
trial, get rid of the man in a diplomatic way ; for 
every player must pass on sooner or later, and 
each will note carefully the manager's style of 
doing business. 

Clever managers listen to the comments and 
reasonings of the players, thereby picking up val- 
uable information. 

Treat every player like a man, and never 
"knock" the most stupid man in the club. Quickly 
get rid of the failures, and treat the successes with 
the respect due a man filling his contract to the 
letter. 

The young players need encouragement, while 
the seasoned players care little for flattery. A 
good cigar will go further than a basket of cut 
flowers. 

See that every man pays his honest debts. 
Gambling should not be allowed. 

Intoxication during the playing season should 
mean expulsion. 

To be a good winner, a man should be a good 
loser. Confidence is everything with a ball team. 



SPALDING'S ATHLETIC LIBRARY, 29 

I do not believe in "bawling out'' players — that is, in 
angril}^ criticizing them — above all, not on the field. 
Criticism of the right kind, delivered in the right way, will 
be resented only rarely; and then by wrong-minded men 
you had better get rid of at the earliest possible moment. 
A player who doubts the wisdom of your tactics is amen- 
able to argument, and it is occasionally a manager's duty 
to take him aside and explain in detail as one man to 
another just where the mistake was made and what could 
be done to improve it. 

Never forget that it never helps slow thinkers to keep 
calling them "boneheads." Most of them it angers and 
all of them it disconcerts still more. Constant teaching, 
with patience, can so instruct the slow thinker as to make 
him automatically pick out the right play at the right time. 

"Wherever there is a player who resents even fair criti- 
cism from his manager, if he can not be spared he should 
be handled by the coach, the captain, or some other lieu- 
tenant, in such a way as not to excite his suspicion that he 
is being criticized and coached at the same time. But, best 
of all, lay plans to get rid of him at the earliest possible 
opportunity. A sorehead on a team is exactly like a canker 
at the heart of a blossom. 

A manager is made by his players more often than the 
reverse. Occasionally, too, he may meet with success as a 
result of judicious choice of lieutenants. Numerous 
instances might be cited. A coach who can think should be 
on third base; and a field captain who has enough initia- 
tive to act without first stopping the game and consulting 
the manager is of great help. Plays come up when a wave 
of the hand to an outfielder or a word in the pitcher's ear, 
a reminder of a forgotten weakness, perhaps, may turn the 



so SPALDING'S ATHLETIC LIBRARY. 

tide and stop a rally. A field captain should be not only a 
man of experience, of even mental poise, but an alert 
thinker and, above all, a loyal supporter of the manager. 

Good team work between the manager, coach and captain 
is essential, it goes without saying. The difference between 
teams inspired by a Johnny Evers and those lacking such 
inspiration is sufficiently apparent to make the point self- 
evident. Clubs which are fortunate enough to have such a 
field captain are in the position of a club with a manager 
of the team on the field and another on the bench — that's 
what it amounts to. A manager who has not such an asset 
should take pains to develop, from among the squad, his 
most alert thinker, with the view of making him fill just 
such a need. 

As to "schemes of play," dismiss the idea that any set 
line of procedure exists that will fit all cases. With some 
teams the hit-and-run, the daring stuff, comes through 
amazingly ; with others, the old army game of "give me one 
run and I'll win the ball game" works out — the sacrifice 
and the squeeze. But, after all, systems of play are 
strictly up to the heavy artillery a team owns, its base run- 
ning strength and the enemy's pitching equipment. 

No instruction in "jockeying" can be laid down ; but, in 
the main, if a team is properly equipped it would do well 
to go forward with its regular rotation of pitchers. It may 
be noted that real good pitchers, like good batters, do just 
about as well in the long run whether their opposition is 
right or left handed. It is the off-color players who have 
right or left-handed weaknesses. 

A scheme of play alone never made a manager success- 
ful. Quick analysis of a situation and quick decision in 
meeting it, is what is required of any leader; no prescrip- 



SPALDING'S ATHLETIC LIBRARY. SI 

tion can be laid down for that either. It's bred in the 
*^bone" — which is not altogether meant as a joke. 

In fact, in thinking over what may be said that might be 
of value to any person who is about to assume a manager's 
responsibilities, there is not much of a positive nature that 
can be advised. For, after all, winning ball players win 
pennants, not ^^miracle" managers. And sometimes a scout 
does more for his club than the man who handles the team. 
In which I am reminded of the remark once made by Bill 
Dinneen, himself a great umpire and once a great pitcher, 
a world's champion, in fact: "If I had a team I would 
have a $15,000 scout and a $5,000 manager," he said. By 
which he meant that the function of finding and accurately 
estimating good ball players was of greater value to a club 
than the handling of the players on the field. And it is 
true, or has been, that more players have been developed 
in the minors than have been brought round to major 
league form after they have come up. 

My advice, therefore, to a manager, is to be his own 
scout, wherever it is possible; especially if he feels confi- 
dence in his own judgment. Summing it all up, I rate 
the factors which contribute to a winning ball club in the 
following order: 

1. Topnotch pitching. 

2. Extraordinary hitting ability. 

3. A fighting team spirit. 

4. Support of the fans. 

5. A good manager. 



82 SPALDING'S ATHLETIC LIBKARY. 



How to Captain a Team 

The word "captain/'' as applied to professional base ball 
teams, is a hold-over from bygone days. Time was when 
the captain was the director-general of a team's policy and 
the man to whom the players looked for advice, counsel, 
encouragement and, not infrequently, condemnation; and 
it was SOME condemnation in the early days of the game. 

In the past we liad our Captain Comiskeys and Ansons, 
who were both leaders and managers. But the captain 
as the czar of the team is a bygone institution. To-clay, 
in professional circles, he is just a lieutenant — not a 
chief — carrying out the orders of his superior officer, the 
manager. 

Occasionally, on the field, the initiative is put up to him 
and he acts out of the ripeness of his own experience. 
Those moments occur when the unforeseen happens and 
the team's scheme of defensive play is faltering, and events 
are transpiring too rapidly for the needed consultation with 
the manager, on the bench. And it is here when the mod- 
ern captain has the opportunity to exercise his leadership 
and quick wit. 

In the minor leagues there still remain playing managers 
whose presence in the game renders the appointment of 
anything more than an acting-captain unnecessary; but in 
the major leagues they are all bench mentors. It is there- 
fore with the captain as a lieutenant to the manager that 
this article chiefly deals. 

Of course there are captains in the major leagues to-day 
who are entirely competent to be managers — some who have 



SPALDING'S ATHLETIC LIBRARY. 8S 

been, in fact. Where a club has such an asset it is indeed 
fortunate, especially if he is of the right kind. 

In general, however, when a manager is casting about 
for a field assistant, he analyzes his squad in quest of a 
man with the following characteristics : 

1. Proven high qualities as a player. 

2. Quick thinking. 

3. Even disposition ; dispassionate mind. 

4. Complete knowledge of the rules and tricks of the 

game. 

5. Personal magnetism. 
G. Fighting spirit. 

Preferably the captain should l)e an infielder, although 
outfielders both captain and manage clubs. The ideal per- 
son for captain would be the catcher, before whose eye 
the game progresses from inning to inning. It is he, who, 
to a certain extent, directs the defense through his signals 
to the pitcher and to the basemen for throws. Unfor- 
tunately the catcher may not be able to participate in more 
than a part of the season's games. It is not good policy 
to have one player a^t as captain one day and another 
player to act in like capacity the next. 

An infielder, therefore, is the logical selection. Prefer- 
ably he should be a second baseman or a shortstop, the 
keystone of the diamond. Either of these men is at the 
hub of the defense, within talking distance of all players 
and able to signal any one of them at any time. He is also 
close at hand when a protest on the rules is necessary or 
when an infield conference becomes imperative to devise 
new signals or impart special information to the pitcher. 

A captain is not captain if his manager does not give 
him a certain amount of latitude, as well as implicit confi- 



34 SPALDING'S ATHLETIC LIBRARY. 

dence. When he names his deputy he should inform him 
exactly as to what sphere of action he expects his deputy 
to fill and just what are to be the limitations of his 
functions. 

Not the least of these responsibilities should be the 
keeping up of the morale of his players when the "breaks*' 
go the way of the enemy, as they inevitably will, at times. 
It is his duty to keep the wavering pitcher up to his top 
efficiency, when the manager signifies that he is not yet 
ready to bench him. He should employ all the tactics 
permissible within the rules to enable his club to regain 
its poise, and should be quick to see and take up any over- 
sight in the finer points of the game that may redound to 
his team's advantage. One little point gained here and 
there at critical times serves to hearten the defense. A 
thorough knovv^ledge of the rules, quickness to take advan- 
tage of them and courage to battle for the team's rights, 
are features that tend to make the players respect and look 
to the captain. And the team that has confidence in its 
field captain is very quick to regain its equilibrium when 
this has been upset by some untoward event in the contest. 

For the most part it is the captain's duty to address the 
umpire; but there are instances when the impulsiveness of 
the men is bound to break out into objections against the 
umpire's rulings. This occurs when the player feels that 
he has been offended against. No manager should call 
down a player of this sort — the mere evidence of his out- 
break tells him that here is one player whose heart is in 
the fray and who is tkying. The captain, however, should 
step into the breach, before recrimination leads to the 
benching or fining of the player by the umpire, and argue 
the question coolly and on its merits. The captain, how- 



SPALDING'S ATHLETIC LIBRARY. 35 

ever, as well as the manager, should discourage nagging of 
umpires on mere questions of the latter's judgment, from 
which there is seldom any successful appeal. 

The captain, being just a player himself, can serve his 
manager in an important way. Frequently the manager is 
unable to sense quickly the cause of a jarring note in his 
organization. The men are naturally secretive and protect 
each other when it's necessary. But the captain is one of 
them and it his duty not only to find out the little rifts in 
the lute, but to try to repair them. In case it is of a 
nature he cannot handle, he can properly advise the man- 
agement of the difficulty and let the"liigher ups" iron out 
the wrinkle. 

The captain's great function, therefore, relates to one of 
the most important features of a team's success — that of 
keeping the men in good spirits, eager for success and in 
sympathy with the management. 

His functions do not end there. The captain should be 
the man to size up the enemy's capabilities and to assist 
in the placing of the men to the best advantage. He 
should know the peculiarities of the men batting, their 
base running abilities, to what field they hit, on what 
pitched ball they are weak, and other such details as might 
be helpful ; for example, waving the outfielder further back 
or drawing him in, pulling the right fielder up behind the 
first baseman, or sending the center fielder back toward 
the fence. 

In the old days the captain made out the batting order 
and, in some cases, was responsible for the signing of 
players. In the smaller leagues this condition still prevails. 

When the club is at bat the captain's place, where no 
special coaches have been hired for the occasion, is on the 



S6 SPALDING'S ATHLETIC LIBRARY. 

coaching lines, as the coaching position is one that must 
be filled by a player who has the entire confidence of his 
men. A popular captain is the ideal coacher, although the 
necessity of his taking his turn at bat interferes with much 
of his work in this department. 

The captain to-day, in other words, may be either an 
important factor in the building of the team or he may be 
a mere figure-head. In the latter case he probably will be 
dominated by a bench manager of the type that wants to 
run the game in all its minute detail, even to ordering the 
defensive moves. 

It might be suggested that the manager who undertakes 
this is building against his own success. For his players 
become mere automatons, without thinking ability, and 
develop wry necks ^^rubbering" to the bench for instruc- 
tions, fearful to make moves in their own behalf on their 
own initiative. Few managers have made this plan suc- 
cessful; most of them delegate some authority to the 
captain. In this way, when the manager is absent, there 
remains a capable director w^ho enjoys the confidence of the 
team almost as much as does the paid bench leader. 

For the minor professional team there is no manager and 
the captain is the factor. Here is where the qualities of 
leadership should be paramount — when the choice is made. 

There is no rule that can be followed in the selection of a 
leader for an amateur team. Unless there is a player of 
outstanding ability, the organizers of the club would do 
well to put the choice of the leader to a team vote. Usually 
the right man will be chosen. Ball players sense a leader. 

However, popularity sometimes figures in the naming of 
a captain, and right here mistakes of considerable magni- 
tude develop — mistakes that may put a team on the down- 



SPALDING'S ATHLETIC LIBRARY. 37 

ward path. Even major league managers sometimes cater 
to a player's popularity with his teammates in selecting 
him as a leader. 

Managers in doing this forget that popularity is not 
always ability — or leadership ability, particularly. Some 
players thus chosen, not being naturally of the quality that 
makes commanding captains, are so weighted down by a 
feeling of responsibility that they are not able to help their 
own men and lose much of their efficiency through worry. 

Such happenings are the exception, however. As a 
general rule the man chosen as leader by a squad of twelve 
men is apt to have the qualities of leadership as well as of 
popularity. 

Captaios chosen from the ranks sometimes have to 
combat the jealousy of at least part of their teammates 
who envy them the publicity and the advancement. And 
right here is where a little diplomacy will make the ob- 
jectors forget their grievance and work hard for the club's 
interest and, in the end, for the captain. 



38 SPALDING'S ATHLETIC LIBRARY. 

Duties of Manager and Captain 

In many independent teams^ amateur teams, and teams 
which are made up of boys, the organization includes both 
a manager and a captain. Scores of letters have been re- 
ceived from time to time asking for information as to how 
the duties of manager and captain on those teams are to 
be defined and separated. 

The manager on such teams usually does not exercise 
any authority on the field in placing or controlling the 
players. It is his duty to look after the business arrange- 
ments of the team. When it goes to another city to play 
a game or to a strange field where transportation is to be 
arranged for, he should see that everything is provided in 
advance. If there are any funds to be raised it is part of 
his work to attend to that. 

He should also see that the players are taken care of at 
a hotel, if that is necessary. Any items for sundry ex- 
penses are to be paid by him out of the club funds, and 
to be accounted for. He should also arrange games for 
the team and should be sure that suitable umpires are 
provided. 

If a game is to be played for gate receipts he must 
supervise the taking of tickets and must account with the 
manager of the home club for all of the admissions after 
the sixth inning has been played. He is to receive his 
share of his club's receipts and acknowledge its payment to 
the home club. If it is in the form of check or cash, he 
must transmit the returns to the treasurer of the club if 
there is one. Sometimes in the smaller clubs the manager 
acts as treasurer and he should see that each item of cash 



SPALDING'S ATHLETIC LIBRARY. 39 

received is properly entered in his books and he should 
also obtain whenever possible a voucher for each item of 
cash expended. There are occasional petty sums in travel 
for which it is not possible to obtain a voucher. These 
should be itemized and entered in his cash account. 

In general the manager looks after the welfare of the 
players concerning their uniforms, if club funds take care 
of the uniforms. He provides base balls with which to 
play and practise, and notes that the catcher's mask and 
protector and the bats are in good condition, and are trans- 
ferred from railroads to grounds and back again in case of 
travel on the steam or trolley lines. "When his team is to 
travel it is always best to arrange for everything in ad- 
vance, many annoyances being obviated in that way. Ar- 
rangements which are made beforehand result in more 
comfort as provision has been entered into for accommoda- 
tion at the proper time. 

The captain has charge of the players on the field. He 
selects his pitchers and catcher, directs his men where 
to station themselves during the progress of play, takes 
care of their preliminary practise, consults with the umpire 
and with the other captain as to ground rules, provides 
the batting order for the umpire and the home team or 
visiting team, and names his coachers. If a player is to 
be substituted for another it falls to the lot of the captain 
to make the selection. 

In case of any discussion with the umpire over a point 
of play which involves a rule the captain alone has the 
right to enter into the discussion. The manager cannot 
appear on the field and argue with the umpire. 

The captain may stand on the field in the coacher's box 
and coach his players, but he must not coach from the 



40 SPALDING'S ATHLETIC LIBRARY. 

bench. Of course, lie can call directions occasionally to 
his players from the bench, but even this is better arranged 
by his appearance in the coacher's box. 

The captain does not bother with the business arrange- 
ments. The manager is appointed or elected to take that 
work from his shoulders. It is enough for the captain to 
take care of the "playing end'' of the game. 

Managers must not assume that they have authority over 
their captains about calling games or interrupting play, 
unless it is distinctly understood in the club organization 
that the authority of the manager exceeds that of the cap- 
tain in such respect. A manager must not order the 
captain of the team to make a change in his players unless 
the club rules permit that. 

In the larger and more important teams there are both 
playing managers and bench managers. This is specially 
true of the major leagues and is true in some of the minor 
leagues. In these instances the manager is in control of 
the players and of the game, the captain acting as his 
field lieutenant in carrying out the manager's instructions. 

It is not often that this is the case in independent and 
amateur teams, and if there is any disposition to make such 
an arrangement it must be distinctly understood when the 
club is organized and there must be a written declaration 
in the by-laws defining to what extent the manager may 
exercise his authority as opposed to that of the captain. 
Unless this is done there will be frequent disagreements 
and the disputes which arise may jeopardize the peace of 
the club and its success both on the field and away from it. 

In the smaller clubs where a great deal of the executive 
work falls to the part of the manager, almost all of it in 
fact, he should know how to lay out a ball field properly. 



SPALDING'S ATHLETIC LIBRARY. 41 

It is necessary information, not only because the diamond 
dimensions on his own ground area must l)e right, but also 
because he must take note of other diamonds where his 
team plays to be sure that there is no serious fault in the 
outline and measurement of the grounds. It is well to be 
certain that home plate is placed right, that the pitcher's 
plate is correctly located on the infield and that the bases 
are adjusted in the right manner. In Spalding's Official 
Base Ball Guide, which contains the official rules of base 
ball, the exact measurements are given for every point on 
a base ball field. Elsewhere in this publication will be 
found authoritative information as to how to lay out a 
field. The infield must be accurate. If it is, the out- 
field will take care of itself. 

All managers of the younger teams, and captains, too, 
whether the team has both manager or captain, or simply 
a captain, should post themselves thoroughly on every point 
that has to do with base ball. "How to Pitch," "How to 
Bat," "How to Catch and How to Run Bases," "How to 
Play the Infield and How to Play the Outfield" are chock 
full of information for the younger players. It is little 
matter whether a manager and captain play only one of 
these positions, or perhaps — especially the manager — none 
of them. They should know how they should be played. 
When they are placed in charge of the playing end of the 
team they are supposed to have abundance of general in- 
formation in regard to base ball, and there is no better 
source of information than that which has been named, 
because all of it is based upon long and intimate talks with 
the best of professional ball players about the right way 
to do things. 

It is just as important that the manager of the team, 
or its captain, knows whether the pitcher is doing well as 



42 SPALDING'S ATHLETIC LIBRARY. 

it is for the pitcher to do well. There may come a time 
in the game when it will be necessary to make a change 
and if the head of the team, even though he be a baseman, 
is not versed in pitching, he will not be willing to take 
the initiative because he has not made himself familiar 
with the right way to effect a cure. Most pitchers do not 
wish to leave the plate even when they are not going very 
well. They are too proud to cease pitching voluntarily. 
If a change is ordered frequently they leave the field under 
protest but, of course, are relieved of responsibility if the 
captain or manager has decided to make a change, and that 
is why both manager and captain must know effective pitch- 
ing from ineffective pitching. Sometimes a pitcher who is 
really pitching well from the standpoint of good pitching 
is being hit freely in^spite of every effort that he makes and 
the question of making a change must be given considera- 
tion from the standpoint of knowledge. 

No one knows infallibly when to take out a pitcher. 
Sometimes the manager or the captain waits too long. 
Sometimes he acts too hurriedly. Sometimes he substi- 
tutes another pitcher who is not the right man. To try 
to do the right thing, both manager and captain must make 
a study of pitching and of their pitchers, just as either 
would expect to make a study of his own position if he 
were an active player. 

In taking a pitcher out of the game, that which works 
splendidly at one time works very badly at another. How- 
ever, when a right-handed pitcher is being batted freely by 
left-handed batters it is usually good policy to change for 
a good left-handed pitcher, if the team has one. On the 
other hand, when a left-handed pitcher is being batted 
freely and shows a tendency to become nervous, it is ad- 



SPALDING'S ATHLETIC LIBRARY. 



visable to place a right-handed pitcher in the game. When 
a pitcher with much speed is not doing well it is good 
policy to change him for a pitcher with a good slow ball, 
if the team has one. On the other hand, when the oppos- 
ing team shows an inclination to bat slow pitching change 
for a speedy pitcher. 

Unless compelled to do so it is never good policy to 
supplant a pitcher who is wild by another who has a ten- 
dency to be wild. The new pitcher will feel that he is 
going into the game under a handicap, and if he loses 
control on the first two or three batters is apt to be worse 
than the pitcher who has been taken out. In making a 
change of pitchers where the first pitcher has become so 
wild that he cannot get the ball to break properly over 
home plate, it is good policy to put in a pitcher who has 
excellent control, even if he is not the highest rated pitcher 
on the team and even if he does not pitch more than an 
inning. A steady fellow like that who begins to get the 
ball over the plate the moment that he steps in as relief 
pitcher, will ^^brace up" the whole team. When they see 
strikes going over, instead of balls, even if the batter hits 
the ball, you will notice an expression of relief on the part 
of the other players. They believe they have a chance to 
do better if they can field the ball, instead of seeing one 
batter after another reach first base safely because the 
pitcher could not get the ball near the plate. 

If there is a captain on the field, who has charge of the 
players, he can make all the changes and give all the 
information. If the team has a bench manager who is in 
charge he can give signals if he wishes to do so, but most 
of the signaling from the bench has gone out of date. So 
many misunderstandings arose because the fielders did not 



44 SPALDING'S ATHLETIC LIBRARY. 

get the signals right;, or failed to get them at all, that the 
managers in the big teams and the more important minor 
league teams now communicate with their players on the 
field by motioning to the field captain to stop play when 
they wish to make changes. 

As a rule most of the signaling in the larger clubs, is 
confined to communication between the manager and the 
field captain. If the manager had a lot of signals for 
every player on his team he could not remember all of 
them himself, and it is certain that the opposing team 
would shortly become acquainted with some of the signs 
because the coaches at the base lines have only to turn 
their eyes to the bench of the opposing team to see what 
is going on. The manager frequently has some simple 
way of telling the captain to ask for "time" and after 
that he conveys his information direct to the men on the 
field through a substitute player. 

Some managers use signals from the bench to direct their 
plays when their team is at bat. Most of these signals con- 
cern whether the batter shall play for the hit-and-run, or 
whether the base-runner shall make an effort to steal a 
base. However, the risk of these signs is great, because 
some one of the other team may gather their significance 
and then the play is before their eyes. The team at bat 
becomes easy prey for the fielders. On most of the major 
league teams which have the greatest success the play to 
be tried is agreed upon at the bench before the batter goes 
to the plate. For instance, Smith, the first batter, will be 
told that if he gets to first base, Jones, the second batter, 
is to try a hit-and-run with him, and that Smith must 
watch for Jones to give the sign on the ball which he will 
try to hit. Ordinarily it is not the first ball, and if the 



SPALDING'S ATHLETIC LIBRARY. 45 

batter gets two balls, with a chance of going to first base 
by a base on balls, he may never give the sign. Jones, 
however, must keep a watch on Smith every minute. If 
he receives a sign he must not immediately take a big and 
unusual lead from first base because the players on the 
other side, if they are sharp eyed, will guess at once that ' 
a hit-and-run is to be tried on the next pitched ball. 
Players always have to be cautioned not to betray a signal 
by showing over-eagerness to make the play. 

When a manager for a minor league team or a semi-pro 
team is about to engage a player on contract he should 
possess himself of all the records regarding the player 
which are obtainable. These can be had in Spalding's 
Official Base Ball Record. It is not always the player with 
the most wonderful record who proves to be the most 
valuable for a certain team, but it has been proved that 
records have their great worth, because if they do not tell 
the exact truth about a player— his temperament and his 
personal disposition— they will tell approximately what he 
can do on the field and with the bat, for they tell what he 
has done. Of course, there are no records for amateurs, 
and usually records are never taken into consideration in 
putting together amateur teams, but, by the way, it is a 
very fine finish to an amateur season if some friend to the 
club has kept the scores and makes up the records in order 
that the boys may see how well they did. 

There are two books which every captain and manager 
are advised to obtain and study, no matter whether the 
team is an amateur team or a professional team. These 
books are "Knotty Problems," published by the Americgm 
Sports Publishing Company, New York, and Spalding^s 
Official Base Ball Guide. Read every "Knotty Problem." 



46 SPALDING'S ATHLETIC LIBRARY. 

Each of them is a report of some play which has come up 
on a ball field and for which the correct ruling is given. 
You will be astonished to think that so many novel situa- 
tions can arise in base ball and every day there are new 
ones. Study the base ball rules in the Official Guide from 
the first to the last. The technical description of how to' 
lay out a field may not require so much care as the rule? 
upon batting, base-running and fielding. However, go 
over all of them, and particularly over those which have 
to do with base-running, for that is the part of the game 
which confuses so many who are not familiar with the 
rules. 

There are explanations for the rules in Spalding's Official 
Guide. It is the only rule manual published which explains 
the code of the game in full, and in such a manner that 
the boys can grasp fully what the rules mean. Sometimes 
rules have to be worded in rather an involved manner, 
because so much is dependent upon some other play or 
result. In the explanations of the rules all of these de- 
pendent points are taken up and managers, captains and 
players are given a clear insight into those points of base 
ball which occasionally appear to be a little intricate. 



SPALDING'S ATHLETIC LIBRARY. 47 



How to Coach 

Properly, the coach should be the manager, who knows 
best his own policies and scheme of play and who is most 
familiar with the possibilities of all his players. His mind 
is divorced from all playing responsibility and is not ren- 
dered timorous by fear of advising the wrong tactics. 

But frequently the manager is not able to take the 
coacher's stand. In the major leagues the custom is 
growing of hiring a paid coach. This was the function of 
Jimmy Burke, when he was with the Detroit club, and of 
Kid Gleason with the White Sox, before he became manager 
of the team. The presence of such a factor on a base ball 
outfit relieves the manager of an additional strain and 
enables him to take a view of the contest as a whole and 
devote his attention to other features. 

A coach of this type is the ideal for all ball clubs, 
although the lesser organizations can hardly afford such a 
luxury. Nevertheless, these paid specialists embody to the 
highest degree the qualities that any man attempting to 
coach should cultivate. All will agree that the prime 
requisites are: 

Thorough knowledge of the rules. 

Experience. 

Alertness of mind. 

Confidence of the players. 

It has been the custom of most base ball clubs to send 

ANY player to the coaching line. In some cases this is 

excusable. It tends to develop coaching qualities in all 

the players. However, only a few coaches of this sort will 



48 SPALDING'S ATHLETIC LIBRAPwY. 

have the confidence of the base-runners and the batters, 
and they are therefore a detriment rather than a help. 

The most important coaching position is at third base, 
since from this point the run is either made or lost. Runs 
depend on eyelash decisions at the plate and lightning 
quickness of mind on the part of the coach. 

Good base-runners are desirable coaches. Men on base 
then have regard for the superior knowledge of their adviser 
and will not be constantly watching the ball instead of the 
signal. The manager of the club should instruct all his 
players in this matter, and issue positive orders to follow 
coaching instructions and not the course of the ball hit. 
Time is lost and fatal indecision created when a player has 
to diagnose the play and make up his own mind as to the 
advisability of proceeding or turning back. 

The coach is of valuable assistance in instructing players 
as to the "leads" to be taken. He must be able to foresee 
the psychology of a tense situation ; to tell when the oppos- 
ing pitcher is losing his morale and "grooving them" in 
order to regain control. His decisions frequently are 
matters of base ball intuition and are therefore not guided 
by rules. 

In general, however, a thorough knowledge of his players 
and of all angles of the game will beget this quick decision 
in the matter of ordering base-runners. 

Players are quick to sense indecision. Whenever a 
team's base-runners are observed to hesitate or turn their 
heads toward the play, set it down right there that base 
ball games are going to be lost by that club, through infe- 
rior coaching. 

A coach not infrequently profits through a ready ability 
to "chatter," to keep up a steady banter under cover of 



SPALDING'S ATHLETIC LIBRARY. 49 

which he not iiiirequently, through a simple code, gives in- 
structions to the various participants in the attack. As a 
rule players should not be burdened with complex signals ; 
but a few simple ones occasionally are useful in tipping oH 
plays or battery weaknesses which will enable the runners 
to progress a base. 

Working in conjunction with the coaches, men on the 
bases are not infrequently able to detect the opposing 
team's signals. While signal-stealing in base ball or any 
other games is not sportsmanlike, it is practised and 
occasionally wins a ball game, though not often. The 
utility of the signal to the side at bat is greatly exag- 
gerated, and in any case the code is quickly and easily 
changed by the defending side. Few coaches therefore 
waste time or permit their attention to the game to be 
diverted by efforts to gain the knowledge when the "fast 
one" or the curve is coming. 

The coach's knowledge of the batting peculiarities of 
his own side enables him to render aid to the batsmen on 
many occasions when he observes tactical weaknesses in the 
positions of the defensive players. His alertness of ob- 
servation may also lead to the detection of the enemy's 
plans for covering second base; i.e., whether the shortstop 
or the second baseman is expected to cover in case of an 
infield drive. This information is of occasional value to 
the batsman, especially on the hit-and-run play. 

Coaching at first base is seldom necessary with players 
of experience. His conversation and fake instructions to 
the runner occasionally distract the pitcher's attention and 
make him waste his strength in futile throws to first to 
catch the runner napping. However, an alert big leaguer 
is seldom assisted by the coaching at first, although there 



50 SPALDING'S ATHLETIC LIBRARY. 

are occasions, of course, when the player cannot waste time 
in watching a hit along the right field line, and the man 
giving instructions at first can guide the runner to some 
advantage. 

Jimmy Collins, one of the greatest and brainiest in- 
fielders the game has ever known, formerly manager of a 
great major league club, once summed up a coach's work 
as follows: 

"The base-runner never should be obliged, on a safe hit, 
to turn his head toward the play, but should come on at 
top speed, looking for his cue from the man on the coaching 
line. He should be always in a position to turn for the 
home plate under full head of steam, and simply watch the 
coach for the signal to keep on going for home, or to 
stop altogether. 

"The loss of a fraction of a second will lose runs, games 
and championships, and all depends on the coaches on the 
lines if the players are trained right. 

"Some fine players make the poorest kind of coaches, 
as they have failed to calculate the speed of their own 
runners as well as the fielding and throwing ability of 
their opponents. 

"Good base-runners make the best coaches, and the best 
I ever saw, worked with signals and made little fuss or 
noise during their performances. 

"There should be as much time given to perfecting the^ 
coaching department of the game as to any other phase of 
team base ball. 

"When a man is running from first base, he should keep 
in touch Yvdth the coach at third, instead of being on the 
lookout for something his opponents are going to do with 
the ball. Moreover, he always should move exactly as 
he is instructed to move by the man on the lines. 



SPALDING'S ATHLETIC LIBRARY. 51 

"Men often will remain close to second base, fearing the 
infielders who are playing far away from the sack. Slow 
runners must get a good start and take more advantage of 
their opportunities to score on safe liits handled by clever 
outfielders, and the men on the coaching lines should be 
obliged not to yell out instructions, but to work entirely 
through signals. 

"It is a mistake to send up some one to coach who is not 
alive to the inside working of the game, simply because 
the regular coach is indifferent. A first-class coach at 
third base strengthens a team three to five per cent, and 
good men do not average two to a club in professional base 
baU.'^ 



52 SPALDING'S ATHLETIC LIBEAni. 



Techmcal Terms ol Base Eall 

Since the very inception of the game, base ball has been 
prolific of technical terms and phrases, but tliey have never 
been so numerous and distinct as they now are. Indeed, 
many of these base ball terms have become part and parcel 
of the phraseology of the joeriod to quite a notable extent. 
For instance, the familiar term, "Play Ball," is now recog- 
nized as the synonym of a special effort to give earnestness 
to one's work, and to stop trifling with anything we under- 
take to do — "No more nonsense; Play Ball." 

In writing up this chapter on "The Technical Terms of 
Base Ball,'' we do not present it as a mere vocabulary of 
the slang terms used in the game, as it is, in reality, a 
special chapter of instruction in all the points of play in 
base ball, besides which it includes explanations of the rules 
of the game. In fact, no one can read this chapter care- 
fully and studiously without becoming well posted in the 
important points of strategic play in the game. 

We have divided up the technical terms of Base Ball 
into the following classes: 

Technical Terms Applicable to — 
PITCHING (Page 53). 
BATTING (Page 58). 
FIELDING (Page 65). 
BASE RUNNING (Page 68). 
UMPIRING (Page 71). 
and 
GENERAL TECHNICAL TERMS (Page 73). 



SPALDlNdS ATHLETIC LIBRARY. 



Technical Terms Applicable to Pitching 

Balk. — This is a failure to deliver the ball to the bat legally, 
and there are eleven different ways of committing a balk, as 
follows : 

1. Any motion made by the pitcher while in position to 
deliver the ball to the bat without delivering it, or to throw to 
first base when occupied by a base-runner without completin.::| 
the throw. 

2. Throwing the ball by the pitcher to any base to catch the 
base-runner without stepping directly toward such base in the 
act of making such throw. 

3. Any delivery of the ball to the bat by the pitcher while 
either foot is back of and not in contact with the pitcher's 
plate. 

4. Any delivery of the ball to the bat by the pitcher while 
he is not facing the batsman. 

5. Any motion in delivering the ball to the bat by the pitcher 
while not in the position defined by Rule 30. 

6. Holding of the ball by the pitcher so long as, in the opin- 
ion of the umpire, to unnecessarily delay the game. 

7. Making any motion to pitch while standing in his position 
without having the ball in his possession. 

8. Making any motion of the arm, shoulder, hip or body the 
pitcher habitually makes in his method of delivery, without 
immediately delivering the ball to the bat. 

9. Delivery of the ball to the bat when the catcher is stand- 
ing outside the lines of the catcher's position as defined in 
Rule 3. 

10. Taking either hand off the ball, except in the act of 
delivering the ball to the batsman or in throwing to bases. 
after the pitcher has taken position with both hands holding 
the ball in front of him. 

11. If the pitcher drops the ball either intentionally or acci- 
dentally in the act of delivering it to the batsman or throwing 
to first base with one or more runners on the bases. 



54 SPALDING'S ATHLETIC LIBRARY. 

If the pitcher shall fail to comply with the requirements of 
any section of this rule, the umpire shall call a "balk." 

Battery. — The pitcher and catcher of the nine in the field are 
called the "battery" of the team. 

Battery Errors. — This class of errors is confined to wild 
pitches, bases on balls, and hitting batsmen with pitched balls, 
and to passed balls by the catcher. 

Called Balls.— The umpire is required by the rules to call a 
"ball" on every ball which the pitcher either fails to send in 
over the home base, or not within the legal range of the bats- 
man's knee and shoulder. The ball must bo over the base and 
within range, or it becomes a called ball, and four such called 
balls give the batsman his base. To be within legal range the 
ball must pass below the line of the batsman's shoulder and 
above the line of his knee. 

Change of Pace. — ^This is done whenever the pitcher changes 
the speed of his delivery from fast to slow, or vice versa. But 
the change, to be useful, as a strategic point of play, must be 
thoroughly disguised from the batsman or all its effect is lost. 

Change of Pitchers. — This is done when the captain of the 
team finds that the delivery of his pitcher is being badly "pun- 
ished." Changing pitchers requires considerable judgment on 
the part of the captain, who should be quite sure that the bats- 
men are really "punishing" the pitcher, and that the fault is 
not that of poor field support of the pitching. In making a 
change, the succeeding pitcher should be one with a distinctly 
different method of delivery to that of his predecessor. 

When the umpire announces the pitcher prior to commence- 
ment of game, the player announced must pitch until the first 
batsman has either been put out or has reached first base. 

Chances Offered. — A chance for an "out" is offered the field 
side by the batsman whenever he hits the ball in the air, or on 
the ground within fair reach of the fielder. If the chance is 
accepted the fielder either gets the credit of a catch, or for 
assisting to put out a runner at a base, or for actually putting 
out such runner. 



SPALDING'S ATHLETIC LIBRARY. 55 

Control. — ^This term refers to one of the essential points of 
first-class pitching, viz., thorough control of the ball in delivery, 
especially in giving direction to curved balls so as to send them 
over the plate. 

Curving the Ball— To be able to curve the ball in its delivery 
is one of the peculiarities of base ball pitching. The curves are 
produced by imparting a rotary motion to the ball as it leaves 
the hand. 

Cutting the Corners. — This term applies to the delivery of the 
ball by the pitcher in such way that it just passes over the 
corner of the home-plate. It is a difficult ball for the umpire 
to judge correctly, and a ball that it is impossible for the bats- 
man to judge. 

Drop Ball. — ^This is one of the most effective balls of a stra- 
tegic pitcher's delivery, and it is the most difficult curve to 
make ; the rotary motion given the ball causes it to fall, in the 
line of its delivery, just before reaching the base. 

Fair Ball. — Rule 31 of the code says that "A fairly delivered 
hall is a ball pitched or thrown to the bat by the pitcher while 
standing in his position and facing the batsman that passes 
over any portion of the home base, before touching the ground, 
not lower than the batsman's knee, nor higher than his shoul- 
der. For every such fairly delivered ball the umpire shall call 
one strike." 

Head Work. — This is a very comprehensive term and means 
a great deal in all field sports, but especially in base ball. 
Without "head work" in a player's methods, team work by the 
nine is out of the question. In pitching, "head work" means 
skill in strategic play in the position. 

In-shoot. — ^This is a ball which curves in towards the bats- 
man as he stands in his position. It is a more difficult ball to 
judge than the out-curve. 

Out-curve.— This is a ball which curves outward from the 
batsman, and it is the least difficult of any of the curves to 
pitch. When an out-curve ball is hit it generally goes to right 
field or right short. 



5S SPALDING'S ATHLETIC LIBRARY. 

Pace. — This term applies solely to the speed of the ball in 
delivery, viz., a fast pace or a slow pace. 

Pitcher's Position. — ^This is defined by a rubber plate 24 
inches in length by 6 inches in width, with its front line dis- 
tant 60 feet 6 inches from the home plate. The pitcher, when 
in his legal position, must stand in accordance with the follow- 
ing rule (No. 30 of the Code of 1921) : 

"Preliminary to pitching, the pitcher shall take his position 
facing the batsman with both feet squarely on the ground and 
in front of the pitcher's plate or on top of the pitcher's plate ; 
and in the act of delivering the ball to the bat he must keep 
one foot in contact with the pitcher's plate defined in Rule 9. 
He shall not raise either foot until in the act of delivering the 
ball to the bat, nor make more than one step in such delivery." 

Pitching. — This term applies to the work of delivering the 
ball to the bat by the player appointed to fill the pitcher's posi- 
tion, and it includes the throwing of the ball to the bat, though 
the ball is not pitched, but thrown. 

Punishing the Pitching. — The pitching is said to be "pun- 
ished" whenever the batsmen make base hits off it; but it is 
not punished when the field support fails to accept chances for 
outs off the pitching. 

Raise Ball. — ^This is another of the various curves used in 
pitching due to the motion given the ball as it leaves the 
pitcher's hand, which causes the ball to rise just before 
reaching the batsman. 

Runs Earned Off the Pitching. — A run is earned off the 
pitcher every time a player reaches home base by the aid of 
safe hits, sacrifice hits, stolen bases, bases on balls, hit bats- 
men, wild pitches and balks, before fielding chances have been 
offered to retire the side. The pitcher shall be given the benefit 
of doubt whenever fielding errors are made and in determining 
the base to which a runner should have been held with perfect 
support on part of fielders. A fielding error made by the pitcher 
shall be considered the same as any other fielding error. 

Slow Ball. — Tills term applies to slowly delivered curves. No 
ball is more effective than a well-controlled slow "drop" ball. 



SPALDING'S ATHLETIC LIBRARY. 57 

Spit Ball — Now forbidden. A method of imparting a rotary 
motion to the ball when delivering it to the bat in pitching by 
the use of saliva. The ball takes an eccentric motion as it 
passes through the air at about the time it reaches the bats- 
man. It is difficult to control and severe on the arm. 

Straight Ball. — ^This term applies to balls which are delivered 
to the bat without any rotary motion having been given to 
the ball, and which are sent in over the base and within legal 
range. 

StriJcinff Out Opponents. — A pitcher is credited with striking 
out an opposing batsman whenever the latter is retired on 
called strikes, whether by being caught out on the fly after the 
third called strike, or thrown out at first base after such called 
strike. 

Unfair Ball. — This is a ball which is the reverse of a fair 
ball ; that is, a ball which is not sent in over the home base, or 
within the legal range ; and "balls" must be called on all unfair 
balls. 

Underhand Throw. — This is a ball thrown to the bat with 
the arm and hand swinging forward below the line of the 
pitcher's hip. 

Wild Pitch. — A ball thrown wildly out of the fair reach of 
the batsman, either to the right or left of his position, over his 
head, or close to the ground, and out of the reach of the 
catcher, is a wild pitch and a battery error, and no passed ball 
can be charged to the catcher on such wild pitched ball. 

For additional technical terms relating more closely to pitch- 
ing, see glossary in Spalding's Athletic Library No. 79R, "How 
to Pitch," price 25 cents. 



58 SPALDING'S ATHLETIC LIBRARY. 



Technical Terms Applicable to Batting 

Base Hit. — A base is earned by a hit whenever the batsman 
hits the ball to the infield or outfield out of the legitimate 
reach of a fielder. A base is also earned by a hit ball which 
goes to the infielder so swiftly that he is unable to field it to 
the base player in time for an out ; also, in the case of a swift 
line ball from the bat which the fielder is unable to hold on 
account of its speed. All such hits are base hits and earn bases. 

Bases hy Errors. — More bases are secured by the various 
errors of the field side than by any other means. The list of 
errors which yield bases are those known as fielding errors and 
those classed as "battery" errors. The former include dropped 
fly balls, wild throws — either overhead or on the bound — 
muffed and fumbled balls, and plain failures to judge balls 
offering easy chances for catches. The latter errors include 
wild pitches, bases on balls, pitched ball hitting batsmen, and 
balls passing the catcher on which bases are run. 

Bases on Balls. — ^The batsman is entitled to take one base 
every time the umpire calls "four balls," and also every base- 
runner who is thereby forced to leave the base he occupies. 

Batting for the Team. — This term applies whenever the bats- 
man strives by his hit to forward a base-runner, regardless of 
his individual record ; such, for instance, as in the case of mak- 
ing a "sacrifice" hit. 

Batsman's Position. — Rule 38, governing this position, is as 
follows : 

"Each player of the side at bat shall become the batsman 
and must take his position within the batsman's lines (as 
defined in Rule 8) in the order that his name appears in his 
team's batting list." 

Batting in Runners. — ^This is a marked feature of "team 
work at the bat." To forward base-runners is the object aimed 
at by every batsman who "plays for his side*' in batting. He 
does this by striving his utmost for a base hit, and next to 
that his effort is to hit the ball so that, if it fails to earn a 



SPALDING'S ATHLETIC LIBRARY. 59 

base, it wiii oblige the fielder to throw the striker out at first 
base, and thereby enable the runner on first to reach second 
base safely, this constituting a "sacrifice" hit. 

Bases on Balks. — Whenever the umpire calls a "balk," every 
occupant of a base — except the batsman — is entitled to take a 
base without being put out, whether the runner be forced off 
or not. 

Hit ly Pitched Ball. — The batsman is entitled to take a base 
whenever he is hit by a pitched ball, provided that he has 
tried to avoid being hit It matters not where the ball hits 
him, or if it only touches his clothing. 

Batsman a Base Runner. — The batsman becomes a base- 
runner: 1, instantly after he makes a fair hit; 2, instantly 
after "four balls" have been called by the umpire ; 3, instantly 
after "three strikes" have been declared by the umpire; 4, if, 
without making any attempt U strike at the ball, his person or 
clothing be hit by a pitched ball unless, in the opinion of the 
umpire, he plainly makes no effort to get out of the way of the 
pitched ball ; 5, if the catcher interfere with him in or prevent 
him from striking at a pitched ball ; 6, if a fair hit ball strike 
the person or clothing of the umpire or a base-runner on fair 
ground. 

Bounder. — This term applies to a ball sent from the bat to 
the field on the bound ; also, to a ball thrown on the bound by 
a fielder to a base player, in which latter case it is a wild 
throw and an error. 

Bunting the Ball. — A "bunt" hit is made when the batsman 
simply holds the bat up to meet the thrown ball, thereby allow- 
ing the ball to rebound from the bat to the ground. Rule 47 
thus describes a bunted ball: 

"A bunt hit is a legally batted ball, not swung at, but met 
with the bat and tapped slowly within the infield by the bats- 
man. If the attempt to bunt result in a foul not legally 
caught, a strike shall be called by the umpire." 

Clean Hits. — A clean hit is made when there is no possible 
chance offered the fielders either for a catch or otherwise to 
retire the batsman, after he has hit the ball. 



so SPALDING'S ATHLETIC LIBRARY. 

Clean Home Run. — Tliis is made only when the ball is hit 
outside the legal boundaries of the field so far to deep outfield 
as to prevent its being fielded to the infield before the runner 
reaches the home base. 

Confidence in Hitting. — No batsman can achieve success in 
his position who lacks confidence in facing the opposing pitcher. 
Confidence is half the battle in a contest. If he goes in to the 
bat feeling doubtful of his ability to punish the pitching, or is 
likely to be intimidated by the mere speed of the delivery he 
faces, he will fail in his batting nine times out of ten. 

Grass Cutter. — This term is applied to a ball hit along the 
ground without bounding, cutting the grass, as it were, as it 
proceeds. 

Earned Runs. — See Rule 85, section 11. 

Fair Hit Ball. — Rule 44 thus defines a fair hit ball : 

"A fair hit is a legally batted ball that settles on fair ground 
between home and first base or between home and third base 
or that is on fair ground when bounding to the outfield past 
first or third base or that first falls on fair territory beyond 
first or third base, or that, while on or over fair ground, 
touches the person of the umpire or a player." 

Failing to Take Position. — Every batsman should remember 
the order of batting, and be in readiness, bat in hand, to take 
his position at the bat when called upon by the umpire, prior 
to which he must be seated on the bench. Should he forget the 
order and allow a succeeding batsman to take his place, and 
the error be not discovered before a ball has been struck at, 
the batsman who failed to bat in his turn is out. 

A Foul Hit Ball— Rule 45 thus defines a foul hit ball: 

"A foul hit is a legally batted ball that settles on foul terri- 
tory between home and first base or home and third base, or 
that bounds past first or third base on foul territory or that 
falls on foul territory beyond first or third base or, while on 
or over foul ground, touches the person of the umpire or a 
player." 

Rule 46 states that a "foul tip" is a ball batted by the bats- 
man while standing within the lines of his position, that goes 



SPALDING'S ATHLETIC LIBRARY. 61 

sharp and direct from the bat to the catcher's hands and is 
legally caught. 

Foul Strike. — This strike is made whenever the batsman 
strikes at the ball while he is standing outside the lines of his 
position, if only with one foot. 

But there is a "foul strike" included in the list of "called 
strikes" which is of exceptional character, and it will be found 
in Rule 49, Sec. 3, as follows : 

"Sec. 3. A foul hit ball not caught on the fly unless the bats- 
man has two strikes." 

Force Hit. — A "force hit" is made when the batted ball is 
sent to the field in such a way as to enable a fielder to put out 
the runner who is forced to leave the base he occupied at the 
time the ball was hit, and who, by the hit of the batsman, has 
been obliged to vacate his base. It is possible to make a triple 
play on three force-outs when a fair hit is made while all three 
of the bases are occupied. 

Fungo Hits. — The weakest batting is shown when the bats- 
man indulges in "fungo" hitting, or hitting the ball in the air 
to the outfield and giving easy chances for catches. "Fungo" 
hitting, too, is done when the bastman takes a ball in hand, 
and tossing it up, hits it to the outfield as it falls. It is the 
worst kind of batting practice on that account, as it is the 
reverse of hitting at a ball thrown to the bat horizontally. 

Homer. — This is the term applied to a "home run" hit. It is 
the best hit made. 

High Ball. — Balls hit high in the air. A "high ball," too, is 
one pitched above the batsman's shoulder. 

Hit and Run. — (See technical terms applicable to base run- 
ning.) 

Hot Ball. — A ball is said to be a "hot one" which Is hit to a 
fielder, either on the fly or on the bound, so swiftly that it is 
next to impossible to hold it. Hence the scoring vernacular: 
"Too hot to handle." In all such cases a "base hit" should be 
credited to the batsman. 

Low Ball. — This is a ball sent to the bat below the line of 
the batsman's knee, and every such ball must be called a 
"ball." 



62 SPALDING'S ATHLETIC LIBRARY. 

One, Two, Three Out. — This term applies to the retirement 
of three batsmen in the order of their going to the bat. It is 
sometimes done on three or four pitched balls. 

Out of Form. — A batsman is said to be "out of form" for 
hitting when, after waiting impatiently for a good ball within 
fair reach, he temporarily fails to be ready to hit a good ball 
when it comes over the plate and within legal range. In such 
a case he becomes an easy victim for a strategic pitcher. 

Order of Batting. — Before a game begins, the order of the 
players of each side going to the bat is written down in the 
score book of the official scorer of the home club, and also 
printed or written on the score card, and it includes the names 
of the nine players of each side, who are to go to the bat in 
the order named. The order is thus named in Rule 39, as 
follows : 

"The batting order of each team must be on the score card 
and must be delivered before the game by its captain to the 
umpire at the home plate, who shall submit it to the inspection 
of the captain of the other side. The batting order delivered 
to the umpire must be followed throughout the game unless a 
player be substituted for another, in which case the substitute 
must take the place in the batting order of the retired player." 

After the first inning, the first striker in each inning shall 
be the batsman whose name follows that of the last man who 
had completed his turn — time at bat — in the preceding inning. 

The order of batting cannot be changed after the umpire has 
called "play." If a batsman is injured so as to necessitate his 
retirement from play, or if he be ordered out of the game by 
the umpire and he is replaced by a substitute player, his suc- 
cessor in the game must bat in the order of the retiring player. 

Placing a Ball. — This is one of the most difficult things a 
batsman has to do. Any mere novice at the bat can make a 
chance hit, but to hit the ball so as to send it to any desired 
part of the field — in other words, to "place the ball" — is the 
most skillful hit a batsman can make, as it requires keen 
sight, coolness and nerve in judging the swiftly thrown ball, 
together with lots of practice, to excel in place hitting. It can 



SPALDING'S ATHLETIC LIBRARY. 33 

be done, however, and against good pitching, too ; but no mere 
chance hitter can do it. 

Popping Tip. — ^There is a great difference between "a popped- 
up fly ball" from the bat, which affords an easy chance for a 
catch, and a ball hit in the air by a tap from the bat, which 
goes safely over the heads of the infielders, and yet is too short 
for the outfielders to give them a chance for a catch. The for- 
mer is a weak chance hit, while the latter is a luckily-placed 
ball, always yielding an earned base. 

Record Batting. — A batsman who devotes his whole atten- 
tion to batting for a high average of base hits, regardless of 
any efforts to forward base-runners by his batting, is a mere 
record batsman, who knows or cares nothing of doing "team 
work at the bat." On the other hand, the batsman who goes 
in for "batting for the side," and who leads by forwarding run- 
ners by his hits, is a batsman of championship type. 

Scratch Hit. — This is a term applied to an accidental hit 
which unexpectedly yields a base. It is a term, too, which is 
often applied to an effort by the batsman to make "a place 
hit" by a bunt or short safe hit. A ball batted in the air 
which drops safely between two fielders, who are each afforded 
an easy chance for a catch but who both hesitate to accept it, 
is an undoubted scratch hit. 

Striker. — Tliis is the old time title given the batsman, a 
term used in the code of playing rules of the decade of the 
sixties. 

Striking Out. — This is the act of being put out on "called 
strikes." and, as a rule, it shows weak batting ; but it is also a 
result of skillful, strategic pitching. 

Sacrifice Hit. — A sacrifice hit is credited to the batsman who, 
when no one is out or when but one man is out, advances a 
runner a base by a bunt hit, which results in the batsman being 
put out before reaching first, or would so result if it were 
handled without error. A sacrifice hit also should be credited 
to a batsman who, when no one is out or when but one man is 
out, hits a fly ball that is caught but results in a run being 
scored on the catch, or would in the judgment of the scorer so 
result if caught. 



64 SPALDING'S ATHLETIC LIBRARY. 

Time at Bat. — Under Rule 82 "a time at bat" is thus defined : 

" 'A time at bat' is the term at bat of a batsman. It begins 
when he takes his position, and continues until he is put out 
or becomes a base-runner. But a time at bat shall not be 
charged against a batsman who is awarded first base by the 
umpire for being hit by a pitched ball, or on 'called balls,' or 
when he makes a sacrifice hit or for interference by the 
catcher." 

Timing the Ball. — This is a term applicable to the act of so 
timing the forward swing of the bat to meet the ball that it 
may meet it either back of the home base line — thereby hitting 
the ball to right field — or forward of the line, in which case 
the ball would be hit to the left. It requires perfect command 
of the bat, and coolness and nerve in judging the pace of the 
pitched ball. 

"Timing the ball" is the fundamental rule of scientific bat- 
ting in base ball, and it requires brain work, with plenty of 
study and practice to excel in it. 

Waiting for Good Balls. — This is a feature of skillful work 
by the batsman and requires keen sight and considerable nerve 
to excel in it. It is essential that the batsman should con- 
stantly keep himself in readiness — that is, "in good form" — to 
strike at the first ball that comes over the plate and within 
legal range, in order to fully benefit by "waiting for good balls." 

For additional technical terms relating more closely to bat- 
ting, see glossary in back of Spalding's Athletic Library No. 
80R, "How to Bat," price 25 cents. 



SPALDING'S ATHLETIC LIBRARY. 66 



Technical Terms Applicable to Fielding 

Assist. — One assist and no more shall be given to each player 
who handles the ball in aiding in a run-out or any other play 
of the kind. If he makes the put-out that also should be 
scored in his favor. An assist should be given to a player who 
makes a play in time to put a runner out, even if the player 
who could complete the play fails, through no fault of the 
assisting player. And, generally, an assist should be given to 
each player who handles or assists in any manner in handUng 
the ball from the time it leaves the bat until it reaches thfe 
player who makes the put-out, or in case of a thrown ball, to 
each player who throws or handles it cleanly, and in such a 
way that a put-out results, or would result if no error were 
made by a team mate. Assists should be credited to every 
player who handles the ball in the play which results in a 
base-runner being called "out" for interference or for running 
out of line. 

Deep Field. — This term is applied to the far outfield, whether 
to the left, center or right field. 

Double Play. — A double play is made whenever the fielders 
put out two opponents of the batting side between the time the 
ball is delivered to the bat and its being again in the hands of 
the pitcher ready for re-delivery. 

Dropped Fly Ball. — A fly ball, dropped out of the hands of a 
fielder before being "momentarily held," as the rule requires, 
is a fielding error. 

Under the enforcement of the rule governing an "infield 
hit," if the hit fly ball be touched by an infielder— whether 
dropped in the effort to catch it or not — the batsman is out. 
In such case no error is to be charged on the dropped fiy ball. 

Fair Catch. — Any catch of a fair hit ball which is momen- 
tarily held by a fielder before touching the ground or any object 
other than a fielder; provided, it be not caught in a fielder's 
hat, cap, protector, pocket or other part of his uniform. 



66 SPALDING'S ATHLETIC LIBRARY. 

Foul-Tip Catch. — This is a catch of a foul ball which goes to 
the catcher sharp from the bat. The penalty of a fly-tip foul 
ball which is caught is the call of a strike by the umpire. 
(Rule 49, Sec. 6.) 

Forced Off. — A base-runner is said to be "forced off" a base 
whenever he is followed in the base running by a runner who 
has made a fair hit, or been sent to his base on balls and who 
has thereby forced a runner off, which latter forces off the 
runner who preceded him. 

Fumble. — A fumbled ball is a fielding error. It occurs when 
the ball, having been stopped but not held by the fielder, is 
fumbled in the effort to pick it up, thus preventing the retire- 
ment of the runner. 

Infielders. — The infielders.. as a team, comprise the three base 
players and the shortstop. 

The Infield. — ^The infield of a ball ground comprises the ter- 
ritory within the base lines. 

Juggling the Ball. — A ball is said to be "juggled" when it is 
partially caught and rebounds from a fielder's hands before 
being "momentarily held." 

Passed Ball. — A passed ball is recorded whenever a runner 
advances from a dropped or muffed ball by the catcher, or from 
his allowing any ball to pass him which is not a wild pitch or 
a base on balls. No passed ball can be charged unless a base Is 
run on the error. 

Pick-Vp. — This term is applied to a clean handling of a 
sharply hit ball. It is a piece of fine, shap fielding. 

Quick Return. — ^This term applies to the quick return of the 
pitched ball to the pitcher by the catcher, so as to enable the 
pitcher to catch the batsman napping. 

Run Down. — A base-runner is said to be "run down" when he 
is caught between the bases and runs backward and forward 
to avoid being touched out while off a base. Runners from first 
to second, when a runner is on third base, and only one hand 
out, frequently run the risk of being run out in order to afford 
the runner on third a chance to get home on the play. 



SPALDING'S ATHLETIC LIBRARY. 67 

Running Catch. — This is a catch which is one of the most 
attractive features of fme fieldins, but it requires sound judg- 
ment and sure catching ability to excel in it. 

Short Field. — This is the space of ground occupied by the 
shortstop, who, by the way, is the roving player of the infield, 
who stands ready to cover second base, or that of any other 
infield position when occasion may require. 

Triple Play. — This is another fielding play peculiar to base 
ball, like that of a "double play." There are several ways of 
making a triple play, but the most familiar method is that of 
forcing out players. For instance, suppose all three bases are 
occupied and the batsman hits a ball down in front of him 
which the catcher fields at once, and, first touching the home 
base with his foot, throws the ball to the third baseman, who 
similarly touches his base and forwards the ball to second 
base, and if the ball is held on each base before each forced-ofiC 
runner retouches it, a triple play is made. 

Another form of a "triple play" is made when a fly ball is 
hit, apparently safe, to short outfield, when first and second 
bases are occupied, and the base-runners are tempted to leave 
their bases on the chance of the hit being safe. The ball being 
caught, however, and promptly forwarded in time to second 
base, and by the baseman to first base, before the runners can 
retouch the bases they left when the hit was made, a triple 
play is the result. 

Wild Throw. — This fielding error is made whenever a fielder 
throws a ball beyond the fair reach of a base player, either 
over his head, to the right or left of him, or on the bound or 
along the ground. When such a throw is made to the batsman 
by the pitcher it becomes "a wild pitch." 



SPALDING'S ATHLETIC LIBRARY. 



Technical Terms Applicable to 
Base Running 

Base-Runner. — A batsman becomes a base-runner in six dif- 
ferent ways: 1, instantly after he makes a fair bit; 2, in- 
stantly after "four balls" have been called by the umpire ; 3, in- 
stantly after "three strikes" have been declared by the umpire ; 
4, if, without making any attempt to strike at the ball, his per- 
son or clothing be hit by a pitched ball unless, in the opinion 
of the umpire, he plainly makes no effort to get out of the way 
of the pitched ball ; 5, if the catcher interfere with him in or 
prevent him from striking at a pitched ball ; 6, if a fair hit ball 
strike the person or clothing of the umpire or a base-runner on 
fair ground. 

Base Stealing. — A stolen base shall be credited to the base- 
runner whenever he advances a base unaided by a base hit, a 
put-out, a fielding or a battery error, subject to the following 
exceptions ; 

In event of a double or triple steal being attempted, where 
either runner is thrown out, the other or others shall not be 
credited with a stolen base. 

In event of a base-runner being touched out after sliding 
over a base, he shall not be regarded as having stolen the base 
in question. 

In event of a base-runner making his start to steal a base 
prior to a battery error, he shall be credited with a stolen 
base and the battery error shall also be charged. 

In event of a base-runner being touched out after sliding 
when the base-runner is clearly blocked, the infielder making 
the muff shall be charged with an error and the base-runner 
shall not be credited with a stolen base. 

Clean Steal. — This is a base stolen without the catcher hav- 
ing attempted to throw out the runner. 

Coaching. — This is the term applied to the method of aiding 
base-runners to steal bases, through verbal directions from the 



SPALDING'S ATHLETIC LIBRARY. 69 

player appointed to stand back of first or third base to "coach" 
runners. It does not, however, include noisy demonstrations 
and personal remarks to opposing fielders. 

Rule 58 states that: "A coacher may address words of 
assistance and direction to the base-runners or to the batsman. 
He shall not, by words or signs, incite or try to incite the spec- 
tators to demonstrations, and shall not use language which will 
in any manner refer to or reflect upon a player of the opposite 
club, the umpire or the spectators. Not more than two coach- 
ers, who must be players in the uniform of the team at bat, 
shall be allowed to occupy the space between the players' and 
the eoachers' lines, one near first and the other near third 
base, to coach base-runners. If there be more than the legal 
number of eoachers or this rule be violated in any respect the 
umpire must order the illegal coacher or eoachers to the bench, 
and if his order be not obeyed within one minute the umpire 
shall assess a fine of $5.00 against each offending player, and 
upon a repetition of the offense the offending player or players 
shall be debarred from further participation in the game, and 
shall leave the playing field forthwith." 

Overrunning Bases. — The base-runner in running to first base 
may overrun said base after touching it in passing without 
incurring liability to be out for being off said base, provided he 
return at once and retouch the base, after which he may be put 
out as at any other base. If, after overrunning first base, he 
attempts to run to second base, before returning to first base, 
he shall forfeit such exemption from liability to be put out. 
At all other bases the runner may be put out for overrunning 
the base. 

Players Running Bases. — All base-runners run the risk of 
being put out when not standing on a base, except in the case 
of overruning first base. Players running bases are obliged to 
return to the base they left when the ball is hit foul, and also 
when a fly catch is made. But the moment the catch is made, 
either from a fair or foul hit ball, they can leave the base they 
occupied and try to reach the next base safely. If, when run- 
ning from base to base — except in the case of making a home 
run — they must keep as near to the line between the bases as 



70 SPALDING'S ATHLETIC LIBRARY. 

they can, for if, in order to avoid being touched by the ball in 
the hands of a fielder, they run three feet beyond the line of 
the base they are out. This rule applies only in the case of 
trying to avoid a fielder with the ball in hand, not otherwise. 

Sliding to Bases. — There are two ways of sliding to bases, 
viz., head first and feet foremost. The former method is almost 
obsolete. 

Stolen Base. — Base stealing Is an art in itself, and it requires 
head work by the runner all the time. He has not only to 
watch the "battery" players, especially the pitcher, but he 
must be on the alert to get a good start for a steal. If a pitcher 
is at all slow in his movements or uses too many motions in 
his delivery, the runner can get a start from him without much 
difliculty. If the runner steals a base by reaching it before he 
is put out, but afterwards is put out through overrunning the 
base, the failure to stop in time nullifies the steal. 

Squeeze Play. — ^This is a peculiar point of play in the game. 
It is only attempted when a base-runner is on third, with none 
or one out. Then, too, it requires a brainy batsman to be fa- 
cing the pitcher when the play is attempted, and also an expert 
runner at third base. The play is made as follows: As the 
pitcher moves to deliver the ball to the bat, the runner starts 
as if to steal home. The batsman then bunts, and if he suc- 
ceeds, the runner has a good, chance to reach home safely on 
the hit. But if he fails, the runner becomes an easy victim of 
the play. 

Bases on Balls. — A base on balls is a "battery" error, though 
there are times when it becomes a point of play to give a skill- 
ful batsman his base on balls. 

Taking Bases on Balks. — All base-runners are entitled to 
advance one base on a balk. (See Rule 54, Sec. 3.) 



SPALDING'S ATHLETIC LIBRARY. 7I 



Technical Terms Applicable to Umpiring 

''Play Ball r— This is the call of the umpire when he opens 

a contest or when starting play after a temporary suspension. 

Time. — The umpire calls "Time" only when he suspends play 

for the time being, and the moment the call is made the ball 

ceases to be in play. 

Inning. — An "inning" is the term at bat of the nine players 
representing a club in a game, and is completed when three of 
such players of a batting side have been put out. 

No Game.— This term is applied to an interrupted game in 
which less than five innings have been played. The rule says : 
" *No game' shall be declared by the umpire if he terminates 
play in accordance with Rule 22, Sec. 3, before five innings are 
completed by eacJi team. Provided, however, that if the club 
second at bat shall have made more runs at the end of its 
fourth inning or before the completion of its fifth inning than 
the club first at bat has made in five completed innings of a 
game so terminated, the umpire shall award the game to the 
club having made the greater number of runs, and it shall 
count as a legal game in the championship record." 

Suspension of Play. — ^The rule (74) governing the suspension 
of play in a game is as follows: "Tlie umpire shall suspend 
play for the following causes : 

"1. If rain fall so heavily that in the judgment of the umpire 
play should be suspended he shall note the time of suspension, 
and if, at the end of thirty minutes, rain shall continue to fall, 
the umpire shall then be the sole judge of whether or not 
resumption of play will be possible, and he alone shall have 
authority to prolong the suspension or terminate the game. 

"2. In case of an accident which incapacitates him or a 
player from service in the field, or in order to remove from 
the grounds any player or spectator who has violated the rules, 
or in case of fire, panic or other extraordinary circumstances. 

"3. In suspending play from any legal cause the umpire 
shall call 'Time'; when he calls 'Time,' play shall be sus- 



72 SPALDING'S ATHLETIC LIBRARY. 

pended until he calls 'Play' again, and during the interim no 
player shall be put out, base be run or run be scored. 'Time' 
shall not be called by the umpire until the ball be held by the 
pitcher while standing in his position, except that this does 
not apply to Section 3, Rule 37, nor does it apply in case of 
fire, panic or storm." 

Reversing Decisions. — No decision rendered by the umpire 
shall be reversed by him in which the question of an error of 
judgment is alone involved. 



SPALDING'S ATHLETIC LIBRARY. 78 

General Technical Teriaais 

Amateurs. — It is time a better understanding of the meaning 
of "amateur" was known. An amateur is not an inefficient 
player at any sport — indeed, many amateur players are indi- 
vidually much better than many professionals. There is noth- 
ing derogatory in being a professional. He is to be com- 
mended, as he does not sail under false colors. The player, 
however, who takes money while pretending to be playing for 
the love of sport only is the cheater. Colleges and governing 
athletic organizations are getting very strict about the matter 
of amateurism and professionalism and no boy can hope to 
make his college team if he has ever received money for play- 
ing at any sport. An amateur ball player is one who does 
not play ball for "money, place or emolument." No player 
who accepts money or its equivalent for his services can rank 
as an amateur in any sport. 

Battery. — This is a term applied to the pitcher and catcher 
of a team. It is the main attacking force of the little army of 
nine players in the field in a contest. 

Base Lines. — ^These are the lines defining the location of the 
four bases on the diamond field. 

Blanked. — A term used to indicate the retirement of a side 
in a game without their being able to score a single run. 

Block Ball. — Rule 37, Sec. 1, says: "A block is a batted or 
thrown ball that is touched, stopped or handled by a person 
not engaged in the game. 

"Sec. 2. Whenever a block occurs the umpire shall declare 
it, and base-runners may run the bases without liability to be 
put out until the ball has been returned to and held by the 
pitcher in his position. 

"Sec. 3. If a person not engaged in the game should retain 
possession of a blocked ball, or throw or kick it beyond the 
reach of the fielders, the umpire should call 'Time' and require 
each base-runner to stop at the last base touched by him until 
the ball be returned to the pitcher in his position and the 
umpire shall have called 'Play.' " 

Mound or Slab.— This is the term given the pitcher's posi- 
tion. 



74 SPALDING'S ATHLETIC LIBRARY. 

Captain of the Team. — Each nine in a contest is governed by 
a captain, who is supposed to have the entire control of the 
movements of every player of his team during a game, the 
captain placing his men in such positions as he deems best, and 
changing the pitchers as he thinks most advisable, etc. Of 
course, the captain himself, as v^ell as the players, are supposed 
to be governed by the club manager. 

jPan. — ^This is a term applied to a patron of the game whose 
partisanship is so pronounced as to amount to fanaticism, hence 
the word fan. 

Hit and Run. — This is a term applicable to a point of play 
in the game in which a combination of team work at the bat 
and brainy base running is brought into play with telling effect 
John M. Ward thus described how it was practically exempli- 
fied in 1893 by Nash, Duffy and McCarthy, of the champion 
Boston team of that year: 

"Say, for instance, that they have a man on first and nobody 
out. Under the old style of play a sacrifice would be the 
proper thing. Then the man on first would reach second while 
the batsman was put out. Tlie Bostons, however, work this 
scheme : The man on first makes a bluff to steal second, but 
runs back to first. By this it becomes known whether the 
second baseman or the shortstop is going to cover second for 
the throw from the catcher. Then the batsman gets a signal 
from the man on first that he is going to steal on a certain 
pitched ball. The moment he starts for second the batsman 
just pushes the ball for the place occupied only a moment 
before by the infielder who has gone to cover second base. 
That is, if the second baseman covers the bag, the batter 
pushes the ball slowly to right field ; if it is the shortstop, the 
l;all is pushed to left field. Of course, it takes a skillful player 
to do this, but they have such hitters on the Boston nine. Now, 
when that ball is pushed to the outfield, the man who has 
already started to steal second just keeps right on to third, 
\Yhile the batsman is safe at first. Then the trick is tried over 
again, and in most cases successfully. The man on first makes 
another bluff to steal, and when the l)atsman learns who is to 
cover second base he pushes the ball out again, the man on 



SPALDING'S ATHLETIC LIBRARY. 76 

third scoring, the man on first reaching third, and the batsman 
gaining first." 

Kicking. — ^This is a generic term, used in the case of players 
disputing decisions by the umpire. A kicker is a nuisance on 
a ball field, and a costly enemy to team work in the game. 

Tlic Nine. — This was a term applied to the players of each 
side engaged in a match game. It has been replaced by the 
term "team." 

One Old Cat. — In the early period of the decade of the '40s, 
when the old Knickerbocker Base Ball Club of New York used 
to play their practice matches at the Elysian Fields, Hoboken, 
N. J. — then a suburban resort of New Yorkers in the summer — 
the members used to meet on their ball field twice a week. 
They usually arrived in twos and threes, and as soon as they 
had a sufllcient number of players present to toss up for sides, 
in a practice match, their game would begin; but prior to this 
they would bat "fungoes" to the outfielders, and the first to 
catch a ball on the fly would go in and take the bat. When 
more players arrived they would play "One Old Cat," that is, 
one player would toss the ball to the catcher behind the bats- 
man, and when the latter was put out the catcher would go 
in to bat, and the pitcher go behind to catch, the first baseman 
going in to pitch, and each player moving up nearer in his 
turn. But "One Old Cat" was simply a mere practice game, 
preliminary to beginning the regular base ball match. 

''Play Ball." — ^Tliis is now one of the most familiar terms of 
the whole code of technical terms used in the game. It simply 
means that the players at once throw aside mere "playing ball 
for the fun of it," and devote themselves to earnest work in 
the game. 

Sudstitutes. — "Many years ago," when the game "was young 
and charming," substitute players were used in the game when 
members of the nine were unable to be punctual in attendance 
on match days. But when professional base ball came into 
vogue, this loose way of playing the game was done away with, 
and now a substitute player is only allowed to take part in a 
game under fixed rules. 

Whitewash. — This is another term applied to the retirement 
of a nine in a game without their scoring a run. 



76 SPALDING S ATHLETIC LIBRARY. 

Base Ball Scoring Methods 

Almost every scorer of base ball games has his own sten- 
ographical peculiarities of recording the details of base ball 
play. They are all, however, based on the old system 
devised for A. G. Spalding & Bros, more than half a cen- 
tury ago by Henry Chadwick, known as the "Father of 
Base Ball." 

The novel feature of the Chadwick system consisted in 
the numbering of the players from 1 to 9, the pitcher being 
usually designated as 1, the catcher 2, first baseman 3, sec- 
ond baseman 4, shortstop 5, third baseman 6, left fielder 7, 
centerfield 8 and right fielder 9. 

These numerals apply throughout the game to the posi- 
tion ; and where changes are made in the player, the fact, 
together with the exact moment of his substitution, should 
be made in the batting order. 

In connection with the numbering of the players, the 
Chadwick plan included a system of lettering to designate 
^cts that would require a written phrase to describe, thus : 

H — Hit batsman. LK — Out on foul strikes. 

BB — Bases on balls. S — Stolen base. 

WP— Wild pitch. P— Out on infield pop. 

FC— Fielder's choice. WT— Wild throw. 

E— Error. L — Foul. 

LF— Out on foul fly. T— Safe bunt. 
K— Strike out. Etc. 

These abbreviations may be readily extended and 
improved by the ingenuity of the scorer. As with steno- 
graphic reporters, one reporter's score book is not always 
clear to another, each devising many unique signs or 
abbreviations. 



SPALDING'S ATHLETIC LIBEART. 77 

In addition, the scorer must have adopted a code of bat- 
ting signs by means of which he can record briefly the 
nature, direction and effect of hits. To this day many 
scorers employ the signs introduced half a century ago and 
which are as follows: 

In indicating base hits, use a cross+f or a one-base hit, a 
double crossifor a two-base hit, and a triple cross ± 
for a three-base hit; and to show where the ball was hit, 
we add a dot to the cross so as to indicate the part of 
the field the ball was batted to. Thus a hit to left field for 
one base is marked y"; a hit to right field for two bases 
thus it ; a hit to center field for three bases thus ^ A 
ground ball to either position yielding two basesiii 

The signs, more rarely used, for fielding movements are 
as given below: 

A high thrown wide ball is indicated thus .Jl^ , the 
line being fol* the throw and the dot above for the high ball. 
The low throwm wide ball is similarly indicated, only the 
ball is placed under the line, thus "T" , 

Occasionally scorers employ a combination of dots and 
lines to record hitting performances. In such instances 
the recorder relies on his memory, to some extent, for the 
more intimate details as to the nature of the drive. For 
example, under the dot-and-line plan: 

A single to center would be noted down as ; 

A single to right / 

A single to left % 

A double to right % 

A triple to left 5 1 

A home run to center | 



78 SPALDING'S ATHLETIC LIBRARY. 

In other words, the number of dots indicates the number 
of bases, and the inclination of the dash shows the direc- 
tion of the drive. This system is not as complete as could 
be desired, but is satisfactory for the average fan recording 
a game. 

Still another plan for keeping track of the hits is the use 
of the square, to indicate a home run. One side of it indi- 
cates a single; two sides a double; three sides a triple and 
the complete square a homer. Siius: 

Single I 
Double ^ 
Triple fl 
Home run LJ 

It can be used in connection with dots to be more spe- 
cific a8 to direction, as : 

Single to left 1 
Double to right P 
Triple to center I * I 
Homer to center Q 

Formerly fans were content to set down the "outs'^ and 
"runs" for each man up, leaving hits, errors and fielding 
details out of the record entirely. But to-day scoring is 
more common and fans like to keep their own records to 
compare them with the official box scores published the 
following day, to see wherein their own judgment coin- 
cided with or differed from that of the official scorer. 

These real fans provide themselves with official score 
books, which contain carefully arranged spaces designed to 
aid the scorer in his recording of details. 



SPALDING'S ATHLETIC LIBRAEY. 79 

This will be laid out after the following plan, preferably : 





fir 


m 


rg-i 


1-3- 


pg-i 






[-7-] 


pR"'' 


"iri 


rp^ 


nri 


rT?i 


iiH 


p 


Ml 


xn 


] 


[j^/J 


^i^ 


-<> 


-<V 


<> 


-<V 






^ 




<J> 


^ 




^ 














mju^ 


55 


<> 


<> 


<> 


<> 






<> 




<> 


i 


<> 


r 










f 




AijL^j 


tt 


-<> 


<> 


-<> 


<> 






-<> 




^ 


^ 


<> 


T 


















L>-J 


UJ^ 


:S^ 


u^ 


U-L_J 




L^ 




[^ 




^^ 


:iJ 




U 




J 


U- 


. 



The central diamond in the above arrangement is usually 
reserved for recording the run, if one is scored. Many 
scorers merely blacken this square so that it stands out 
from the page and indicates prominently the most vital 
feature of the score. Other scorers use this square in which 
to record the final fate of the batsmen, whether it is an 
out at bat, a run scored, or left on base. For simple scor- 
ing, it is best to reserve it solely for recording runs. 

Let us trace an example of stenographic scoring. Sup- 
pose, in the above batting order, that Jones starts out with 
a single to right; that Brown's bunt sacrifices him to sec- 
ond and that another single to center scores him. The 
score sheet would then appear as follows: 




The usefulness of the numerals may readily be seen, as 
they embrace the entire play in themselves, as far as its 
nature and the persons involved are concerned. 



80 SPALDING'S ATHLETIC LIBRARY. 

In the above record it is presumed that the scorer has 
agreed on C as the symbol indicating a "bunt-sacrifice." 
The record on the play, C 1-3, then reads to the mind of 
the scorer : "Brown bunted to the pitcher, who threw him 
out at first base, Jones advancing to second base." Thus 
three characters do the work of 17 words. 

But, supposing the play had resulted differently. Let us 
presume that the pitcher had fumbled the bunt and that 
the runner had gained his base thereby. It would then be 
scored C, E-1. 

This would indicate that the batsman had bunted with 
the intention of sacrificing, had advanced the runner as 
planned, but had gained first through an error of the 
pitcher, and that the batsman was therefore entitled to the 
credit of a sacrifice without being charged with a time at 
bat. 

Had the bunt rolled clear of the pitcher's reach and 
been safe, a still new situation would arise. A new symbol 
would be required — that for a safe bunt, sometimes 
recorded T. In that case Brown would be charged with a 
time at bat and credited with a hit, with no charges against 
the fielding records of the defending team. 

Other examples of the use of numerals might be men- 
tioned, as — double play, short, second, first: 5-4-3. Out, 
third to first— 6-3. Flied to center— F8, etc. 

The simpler batting signs were used above for the rea- 
son that on first attempts at scoring it is inadvisable to 
attempt too much. In fact, the scorer will find arising con- 
stantly puzzling situations that will require more specific 
information as to scoring plays and the signs to designate 
them. 

When the scorer has set down details of the batting, he 
must not forget that, if he is to keep a complete record, he 



SPALDING'S ATHLETIC LIBRARY. 81 

must similarly set down the marks in the box score col- 
umns. Thus, in the Jones-Browoi-Green example above, on 
the sheet score of the attacking team he would have to 
credit (use a dot, or a vertical mark for each) under the 
AB (at bat) columns both Jones and Green. Brown would 
not receive one because his effort at the plate proved a sac- 
rifice. Both Jones and Green would also receive one dot, 
under the H (hit) column for a single ; while Jones would 
make it a clean sweep for this inning by adding one mark 
to his R (run) column. 

On the other scoring page, that of the defending team, 
the scorer must credit the pitcher with an assist and the 
first baseman with an out, recording the manner in which 
the sacrifice man was retired. 

At the close of each inning the scorer should record, at 
the bottom of the inning colunms, the total hits and the 
total runs scored in that period, for the sake of keeping up 
the score by innings and the hits for ready reference. 

All scoring systems are mere elaborations on the forego- 
ing plan. Certain managers of base ball teams, for the 
statistical purposes, keep very elaborate score in order to 
be able to analyze the work of their teams against certain 
opponents and various forms of pitching. The classifica- 
tion or tabulation of results from this system has yielded 
valuable information to observing leaders. 



SPALDING'S ATHLETIC LIBRARY. 



Sidoai Systems for Base Ball 

One of the points to which a b^se ball club manager 
must give earlj^ attention when j^reparing his club for a 
season's campaign is a system of signals whereby he may 
convey to his men on the field his choice of a play or stra- 
tegic policy, to meet a situation that has developed along 
different lines than had been anticipated. 

Signals, in the earlier days of base ball, were of the 
crudest sort, involving merely an understanding between 
the batter and the man in front and behind him in the 
batting order. Players were left very much to their own 
devices then, for the manager — then the captain — being 
himself an active participant in the contest, usually had 
his own hands and mind occupied with the duties of his 
position. 

At the present time, however, when tactical shifts 
become frequent to meet the strategic moves of the oppos- 
ing manager, it is imperative that players have a definite 
code of signs sufficiently apparent to themselves to avoid 
mistake and yet sufficiently camouflaged to prevent their 
penetration by the 023posing side. 

It may be pertinent to remark at this point that the 
fewer signals employed and the simpler, the better. Many 
major league managers, am_ong them the astute Connie 
Mack of Philadelphia, still believe that signals should be 
limited to three or four. It is the prevailing view that 
smart players don't need them and boneheads won't grasp 
them; hence the fewer employed, the less chance of con- 
fusion at some critical stage of the game. On the other 



SPALDING'S ATHLETIC LIBRARY. 83 

hand, one or two major league leaders have more or less 
complex codes. 

Most clubs, however, seldom have more than half a dozen 
signs, if we exclude battery signals, which may be included 
under defensive signs. 

For offensive purposes it is absolutely necessary to have 
signals for the hit-and-run play, bunt, steal, squeeze, etc. 
These signals are usually of two kinds, the "flash" or sign 
signal, and word signals. Most up-to-date teams have both 
varieties, in order to meet all requirements ; and, of course, 
they have change-off signals, in case there is reason to 
believe the enemy has discovered the key to the code being 
used. 

The "flash" signals are most frequently employed by the 
batsman to signal a man on base. They are also employed 
by the manager on the bench when out of conversation 
range of the man whose attention he desires to attract. 
For example, with a runner on first, the batsman (perhaps 
himself instructed from the bench) wants to give the hit- 
and-run signal. According to the code agreed upon, this 
sign is given when the batsman touches his hand to the 
visor of his cap. But such a simple signal would be 
detected, after its first trial, by the eagle-eyed watchers on 
the enemy's bench, whose optics are riveted on both bats- 
man and runner to note when a possible signal is given 
and when accepted — for a signal acknowledging or reject- 
ing an order also must be arranged. 

The cap-touching motion being too obvious, it becomes 
necessary to combine it with a "key" sign, which will tell 
the runner when the cap-touching is vital and when incon- 
sequential. Any number of ways of guarding the sign are 
possible, the simplest being to join it with another act. 



84 SPALDING'S ATHLETIC LIBRARY. 

For example, it might be agreed that the hit-and-run sign 
was operative only when the batsman's foot, as he stood at 
the plate, was pointed toward the pitcher. 

The combination signal will serve to confuse the observ- 
ers in the enemy trench, who, seeing the hit-and-run tried 
when the batsman's cap was touched, think that this is the 
real and complete sign. However, the next batter up, with 
a man on, may touch his cap and the enemy play for a 
hit-and-run, when none is intended. Thus the opposed 
pitcher wastes a ball on a pitchout. 

The same sort of signals may be devised for the other 
essential attacking plays — a hitch of the belt, a wiggle of 
the bat, any motion used in combination with a "key" 
sign, is sufficiently protected for ordinary purposes. 

The beauty of this system is that there is only one sig- 
nal for the entire team, manager and coaches included, for 
each play. In the old systems, where the batsman had an 
imderstanding with the man ahead of him, many signs 
are necessary, adding confusion. 

Some managers order changes from day to day, using 
alternately the regular and the reserve systems, in order to 
confuse opponents, as well as to keep the change set of sig- 
nals fresh in the minds of the players. 

All of these signs are employed by the manager on the 
bench and by the coach, as well as by the players. How- 
ever, these executives more frequently employ a word code 
which is just as simple as the "flash" system. This is 
merely the use of a single word, buried in a sentence or 
|»hrase, to indicate each play. 

For example, it might be agreed that the word "he" 
meant hit-and-run. The manager on the bench could 
shout: "Make him be good. Jack, make him he good!" 



SPALDING'S ATHLETIC LIBRARY, 



Apparently a meaningless remark and sufficiently involved 
to confuse the signal-stealers as to the vital word, espe- 
cially since the next time "be" were used it would be in 
an entirely different expression, such as : "He ought to he 
easy for you. Bill." 

A similar word for each play could be agreed on, and a 
system almost certain to defy detection thus developed. 

The coaching signals, both word and flash, may be simi- 
larly devised. They may be further protected by making 
them active or inoperative, dependent upon the position of 
the coacher in the box, or his posture at the time of making 
or shouting the sign. 

Thus, if the coach signed the flash signal for the hit-and- 
run, when the batsman was in doubt, it might be agreed 
that he touch his cap, in the customary way, with the 
understanding that it would not be effective unless he were 
standing in that end of the coacher's box nearest the bat- 
ter. Or it might be agreed that it would be effective only 
when he touched his cap while standing with his left hand 
on his hip. Or, to still further safeguard it, all three pre- 
cautions might be taken. 

The number of attacking signs or signals used is entirely 
up to the manager. But the mind of the base ball player 
would be better off for not burdening him with too many 
signals to be used under changing conditions. Somebody 
is sure to fall down. Wherever such signals are used, it is 
absolutely necessary that a sign acknowledging the accept- 
ance of the signal be made. And right here caution is 
needed. It must be borne in mind that the efforts of the 
opposing team, including the bench warmers, is focused 
on the principal actors of the enemy, the batsmen and base- 
runners, in an effort to anticipate the attacking strategy. 



86 SPALDING'S ATHLETIC LIBRARY. 

Any move that may be construed as a signal, whether inter- 
preted rightly or not, has the effect of making the opposi- 
tion more keenly alert. The accepting signal, therefore, 
ought to be camouflaged, as are the others, with a check 
sign. 

When a set of signals is to be changed during the game, 
there should be no less than three separate notifications of 
this change, made to the players by the manager, the cap- 
tain and the coach. Thus it is unlikely that any player 
will miss being notified. If he should, an unpleasant 
tangle of plans might arise at a critical moment. 

Defensive signals are employed by the battery, of course, 
and in other ways by some clubs. The battery signals 
should be known to every member of the team, and to the 
infield players particularly. It is important for these 
players to know whether a fast or curve ball is to be 
pitched; for the direction of the resulting drive, and its 
force as well, may to some extent be anticipated there- 
from. Occasionally, when the pitch is apt to influence the 
direction of an outfield drive, it is important that the 
infielders signal the outfielder as to the nature of the 
play coming, in order to enable him to play in the best 
possible position to intercept the drive. 

Battery signals almost invariably are given by the 
catcher from a squatting position, in which they may be 
protected from the view of opposing coachers. They are 
simple movements which anybody may devise, with addi- 
tional meaningless motions to confuse the observer who 
may happen to be on second base, watching to catch the 
fast ball signal — the aim of all signal-getters. The pitcher, 
of course, if a veteran, may reject the signal unless ordered 
by the manager. 



SPALDING'S ATHLETIC LIBRARY. 87 

There is also a signal, sometimes given by the catcher, 
naming the pla^-er who is to cover second base with a man 
on base. The knowledge of this important fact gives the 
batter a big advantage. He knows that the next ball deliv- 
ered will be of the sort that wdll make it most difficult to 
hit through the opening vacated by the base-coverer, and 
can "step into^' the pitch and perhaps hammer the ball 
through the opening thus created, for a safe hit. The base 
covering signal, therefore, ought to be carefully protected 
and subject to occasional change. 

Special signals are sometimes devised to meet special 
occasions. For example, the pitcher, the catcher and the 
shortstop or second baseman may devise a play to nip a 
man who takes a big lead off second base. After the signal 
is given, the players involved, without seeming to notice 
the base-runner, count four. Then the baseman darts to 
the bag and the pitcher wheels and throws to the bag. Sig- 
nals of this sort may be made up on the spur of the 
moment, between innings, as they do not involve the entire 
team. 

One of the fancied dangers of relying too greatly on 
signals comes when a team trades or sells a player to an 
enemy club in the same league. Of course he takes the 
entire signal list with him, when it becomes incumbent on 
the manager, coach and players to learn all over again. At 
least that would appear to be the safe plan. However, it is 
a well-known fact that ten days after a ball player has 
changed teams he forgets his old club's signs or confuses 
many of them so badly that it is unsafe to rely upon his 
tips regarding them. 

A great deal has been written about signal-stealing, 
which is considered unsportsmanlike in some circles; yet 



88 SPALDING'S ATHLETIC LIBRARY. 

it is part of the every-day efforts of all professional base 
ball teams. Most of the battery signals are obtained by 
the co-operation of the man in the coacher's box and the 
base-runner on second. Every move of the battery is 
watched and those players on the bench compare notes. 
The combined observation of all the alert minds on a club 
occasionally results in the discovery of the fast and curve 
ball signs. 

Next to this, the most coveted sign for signal-stealing is 
the hit-and-run signal, which puts the attacking play at 
the mercy of the pitcher. He can hurl the ball out of 
reach of the batter, and the catcher easily can joick off the 
runner going to second. The discovery of this sign is of 
occasional occurrence and for that reason some managers 
make it a "run-and-hit" play. This means that there is no 
signal given, but the batter has standing instructions to 
hit whenever the base-runner decides to go down. With 
alert base ball players this is the preferable tactic. 

As a general axiom commonly accepted by all man- 
agers, it may be asserted that "the fewer the signs, the bet- 
ter the ball club." However, this applies only up to cer- 
tain limits. Certain signs are absolutely necessary to good 
base ball. 

That they have been more freely used, in later years, is 
evident from a statement made by Walter Maranville, with 
the Boston Braves the year the team won the championship 
of the world after being in last place on July 16 of that 
season. Following is a quotation from an interview at 
the time: 

"Signals had a lot to do with our winning the 
championship. We had signals of our own, of 
course, and so far as I know they never were 



SPALDING'S ATHLETIC LIBRARY. 89 

solved consistently. We were able to get the 
meaning of the signals of the other team in nearly 
every city of the league. In St. Louis we knew 
almost every move that the other fellow was going 
to make, and that helped a lot. Their signals 
were very easy. Other teams had harder signals, 
but we managed to get most of them, while the 
other side was doing the guessing." 
The foregoing signals are based primarily on signals to 
the team. Players who are interested in battery signals 
should read the chapter on Signals in the new book, "How 
to Catch and How to Run Bases" (price 25 cents), pub- 
lished in the Spalding Athletic Library Series. 



90 SPALDING'S ATHLETIC LIBRART. 



Equipment of a Base Ball Team 

The base ball public has been educated to a discrimi- 
nating taste in other niceties of the national game than 
mere playing excellence. It has learned to prefer respec- 
tability to rowdiness in the deportment of the players and 
of the occupants of the grandstand and bleachers; it has 
been educated to enjoy the game from up-to-date seating 
facilities and carefully cleaned chairs; and it has grown 
to appreciate the spick and span appearance of the players 
themselves, as to their uniforms and equipment. A major 
league club to-day could no more afford to send on the 
field men frowsily clad than it could permit them on the 
diamond intoxicated. 

Few in the stands, however, stop to inquire as to the 
time, forethought and expense devoted to the wearing 
apparel and the implements used by the players in their 
daily work. Yet, as a matter of fact, these play an 
important part in pleasing the fan. 

The principle of dressing up a base ball club presentably 
is the same that applies to the fitting up a store or serv- 
ing food. For example: Two stores may handle the 
same class of goods ; but one will outsell the other, merely 
because it has displayed its wares and outfitted its interior 
more attractively. Its salesmen, too, have much better 
success if nattily and stylishly dressed than if dowdily or 
carelessly garbed. The prospective purchaser is sub-con- 
sciously influenced ]jy appearances in favor of the neater 
men and the neater establishment, though the price and 
quality of the goods may be identical. 



SPALDING'S ATHLETIC LIBRARY. 91 

Also, the same food, which is disgusting when shoved 
at one in ^''hash-house" style, might be rendered palatable 
if served on sno^wj linen, in tasteful dishes, with a gar- 
nishing of parsley on the plate. The dishes, linen and 
parsley do not help the food ; but they create in the mind 
of the diner a more favorable impression of what is at)out 
to be offered him. 

So the attractively clad ball-player, whose uniform is 
always clean and neat to start the game, favorably pre- 
possesses the onlooker, as compared with the carelessly out- 
fitted star. Slovenly dress is apt to create an impression 
that slovenly w^ork is to follow. 

For that reason base ball clubs which are catering to a 
pay-as-you-enter public can not afford to have other than 
first-class equipment. A major league player's uniform 
and laundry bill to-day is a considerable item in the aggre- 
gate. But it is worth all that can be expended on it. 

Clubs playing a heavy schedule throughout a long sea- 
son need at least four uniforms, tw^o for home use and two 
for trips abroad, the latter, of course, of darker or pat- 
terned goods, to distinguish them from the inevitable light 
uniforms used at home. Some teams get along with one 
road uniform; but where the trips require absences of 
more than one week, it is stretching the cleanliness feature 
to the last limit. A club can not be too circumspect in this 
matter and should see that, whatever its schedule condi- 
tions, enough equipment is provided to maintain the 
snappy and presentable appearance of the team. 

No club should invest in the "just as good" brand of 
material, because, in the long run, it is not economy. The 
best pays, as a rule; and Spalding quality is invariably 
reliable. 



92 SPALDING'S ATHLETIC LIBRARY. 

The matter of club appearance should not be overlooked 
by any team — large or small, professional or amateur — if 
its games are to be viewed by any considerable number of 
persons. Especially should this apply to "town" teams. 
Civic pride, if no other motive, should induce the backers 
of such clubs to provide adequate equipment to make the 
"front" of the club a "hit" with the fans. 

But the matter does not end with uniforms — it extends 
to the implements of the player. It has been said that a 
workman may be judged by his tools — meaning their qual- 
ity and the condition in which he keeps them. No good 
workman ever permits the implements with which he earns 
a living to deteriorate, knowing that his own efficiency 
depends upon theirs. 

Major league players acquire tastes in gloves, bats, etc., 
that amount to superstition, almost. If they happen to 
have met with success with it, the first glove or bat they 
use remains, for them, the only glove and the only bat 
on the market. Some go to the extent of having gloves 
privately made and bats modeled according to their per- 
sonal views. But this is apt to be mere fancy; for all 
sorts, shapes, sizes and weights of base ball tools may be 
had — ready made — tools that have been tested and not 
found wanting. 

In the major leagues the boys are not a bit backward in 
ordering bats, as the management foots the bills. One 
major league club's list one year, as turned in for only 
twelve players, included fifty-eight bats — an average of 
nearly five per man. 

"Weight and wood are matters of moment to some play- 
ers. In this respect all should be guided by their own 
experience and convictions on the subject. Bats that suit 



SPALDING'S ATHLETIC LIBRARY. 93 

one player by no means suit the next man. The Spalding 
line offers an unlimited range of selection. 

It is well to have as great a variety, of the kind that 
each player fancies, as the club resources permit. Whether 
it be fancy or fact, a player's preference may psychologi- 
cally affect his batting prowess, if he is balked in getting 
what he wants. He goes into the game thinking he can't 
do as well with the other bat ; hence he is mentally injur- 
ing his own effectiveness, right there. Spalding's will 
duplicate any model to order, and their factory carries 
numerous specifications of various models made up spe- 
cially to suit the ideas of leading batters. 

Shoes are an important item to the base ball star. They 
must fit, but must be comfortable and strong. The play- 
er's preference in spikes can be left to himself; although, 
like almost every other article of base ball equipment, 
these have been standardized. 

Many players have preferences in gloves and, once suited 
in this respect, dislike to "break in" a new one. For this 
reason they frequently cling too long to a patched and 
mended article when a new one is not only desirable but 
necessary. No manager should permit his men to use a 
glove that is not in perfect repair, no matter how reluctant 
he may be to surrender his time-worn relic. Players 
acquire a positive affection for some of the paraphernalia 
of the game which they have had with them for a long 
time and are frequently stubborn about giving it up. In 
the end they must retire the decrepit old friend for good, 
so they might as well break in the new one early as late. 

Gloves, shoes and other equipment should all be given a 
certain amount of "breaking in" before being used in 
championship contests, not merely to render them more 



94 SPALDING'S ATHLETIC LIBRARY. 

pliable but chiefly to familiarize the player, so that he will 
not even think of the fact that he has on a different or 
new glove. 

However, if the glove is of high grade, very little 
"breaking in" will be necessary, and the player who blames 
a misplay on a new tool is usually seeking an alibi. 

That managers are not indifferent to the appearance and 
the precise equipment of their base ball teams may be 
gleaned from the following remarks of one who has been 
in the game many years: 

^^1 have always found that it pays to get the best equip- 
ment that can be bought. The implements used by the 
players I leave to their individual preferences, as to gloves 
and bats. I never attempt to suggest, unless I think a 
player has not had experience enough to make a proper 
choice, suitable to his special abilities. The principal idea 
in developing a winning team is to satisfy the player in 
every way possible — then he delivers his best. 

"It has been my experience that the ^cockiness' of a 
club is materially aided by the consciousness of its mem- 
bers that they present an attractive appearance on the 
field ; so I never haggle over incidentals, if they please the 
player. Dress a man up well and you may be certain that 
he will FEEL many per cent better and play accordingly. 
Nothing contributes more to slovenly work and feelings 
than the consciousness of being ill-clad, or equipped worse 
than your opponent. A player always feels an interest in 
his club proportionate to the interest his management takes 
in him." 



SPALDING'S ATHLETIC LIBRARY. 



95 



m 



Quick Method of Laying Out a Base 
Ball Diamond 

By H. B. Monroe. 
At outings and on other occasions when it is desired 
to lay out a base ball field, a great deal of time may be 
saved by the following method : 

First — Get a piece of rope or cord, with not too much 
stretch in it. 

Second — Measure off following distances and make a 
knot at each distance: 60 feet 6 inches— 90 feet— 127 
feet 33/8 inches— 180 feet. 

Third — Decide upon the location of home plate (north 
and south is preferable, to avoid the sun in the fielders' 
eyes) ; place the rope end at home and go out straight 
to full length of rope; 60 feet 6 inches will be the 
pitcher's slab; 127 feet 3% inches will be second base; 
put in spikes to mark same. 

Now fasten the knot which was tied at 180 feet at 
second base; take knot tied at 
90 feet out to right of home 
until the rope is 
tight at all points; 
this will be location 
of first base; go to 
the left in same 
manner for third 
base. This method 
is absolutely correct 
and can be done 
in less than ten 
minutes. 




SPALDING'S ATHLETIC LIBRARY. 




SPALDING'S ATHLETIC LIBRARY. 97 

How to Lay Out a Base Ball Diamond 

By Heney Fabian, 

Expert Ground Builder, in Charge of the Polo Grounds, 

New York. 

For a good base ball diamond the first requirement is a 
roomy, level piece of ground. If there is any slope, it 
should always be from the infield to the outfield — never 
from the outfield to the infield. If there is a natural, 
springy turf it will be greatly superior to a hard, unyield- 
ing surface which dries rocklike under the sun. 

Playing fields for league clubs should always be enclosed. 
They are, ordinarily, where there are paid admissions. It 
is better to have them enclosed, if possible, where there are 
city leagues and independent amateur leagues. It is impos- 
sible to maintain a good playing field where it can be 
crossed at the will of the public. 

To lay out the diamond, first of all drive a peg at the 
apex of the spot where home plate is to be located. Turn 
home plate, if possible, so that the batter may face south 
by east. The nearer that the batter can turn direct to the 
south and still leave plenty of playing room, the better for 
the players in all seasons of the playing year. 

Having driven the peg into the ground, run a cord 
straight out to the south, presuming that the peg can be 
located on the north side of the projected field. Bear to 
the east rather than to the west, if there must be a choice. 
Measure off 127 feet 3% inches on the cord, and drive a 
peg at this point for second base. 

Now measure along the cord a distance of 60 feet G 
inches. Drive a peg here for the front of the pitcher's 



98 SPALDING'S ATHLETIC LIBRARY. 

plate. Measure another six inches and drive a peg for the 
back of the pitcher's plate. Measure 2 feet 7 11/16 inches 
further, and drive a peg for the exact center of the dia- 
mond. From this center to second base will be 63 feet 
7 11/16 inches. 

Fasten the cord firmly to the peg at the center of the 
diamond and extend each end exactly at right angles to 
the previous measuremxent across this peg. At one end of 
the cord thus extended, drive a peg for first base; at the 
other end, drive a peg for third base. To prove the exact- 
ness of the location of the pegs at first base and third 
base, test them with a cord ninety feet in length, measur- 
ing from the home plate peg to the first base peg, thence 
to the second base peg, thence to the third base peg, and 
thence to the peg at home plate. 

If you follow these directions it is impossible to be 
wrong in laying out the diamond. If the pegs at first 
base and third base should be an inch or two out of align- 
ment when measuring, the ninety-foot test will bring them 
exactly to position. 

To lay out the boys' official diamond, follow the general 
plan of the directions given. After driving in the peg for 
home plate, measure a distance of 115 feet 11^ inches 
straightaway with your cord. Measure fifty feet straight- 
away for the front line of the pitcher's plate. Measure six 
inches further for the back line of the pitcher's plate. Now 
measure 7 feet 5% inches further for the exact center of 
the diamond. This will be 57 feet 11% inches from the 
home plate peg and the same distance from the second 
base peg. Fasten the cord at the stake which marks the 
center of the field, and extend it at right angles to the 
direction from which you have been measuring to locate 






SPALDING'S ATHLETIC LIBRARY. 99 

the pegs for first base and third base. To test their loca- 
tion, take a cord 82 feet in length and measure from home 
plate peg to first base peg, thence to second base peg, thence 
to third base peg, and thence to home plate peg. It is 
simple and will be accurate. 

For smaller diamonds reduce your measuring cord cor- 
respondingly in length, always remembering that the front 
line of the pitcher's plate is never in the center of the field, 
but nearer home plate than second base. 

The rules stipulate that the backstop shall be ninety feet 
from the home plate, but this is not absolutely necessary. 
It is better for amateur and college fields, and for all fields 
where there is no particular desire to have base ball as a 
paid exhibition, to have the backstop nearer than the pre- 
scribed ninety feet, even if a runner does come in occa- 
sionally on a passed ball that hits the backstop when it is 
so located. Almost all of the major league clubs have their 
stands within the ninet3^-foot limit, and the front of the 
stand is the backstop. If the backstop is distant the spec- 
tators complain that they are too far removed from the 
action of the game. 

Fabian's "Turtle-Back" or ''Spider Web" Ball Field. 
To make an oval-shaped turtle-back diamond, what I 
call a spider web, take a piece of string and fasten one end 
al: home plate. Extend the string directly toward center 
field for a distance of 180 feet. Then measure along the 
string from home plate toward the center of the diamond 
a distance of 90 feet. This point will be the absolute cen- 
ter of the general playing field. Take another string and 
cross the center at 90 feet exactly at right angles. The 
four corners, where the ends of the string terminate, will 



100 



SPALDING'S ATHLETIC LIBRARY. 





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SPALDING'S ATHLETIC LIBRARY. 101 

enclose the general infield and make a perfect square. 
Within this square you again cross the center with two 
ether cords of 180 feet each, running diagonally, which 
give you a hectagon outline that will assist you in equally 
grading the field from the center to the outside limits. 
The center of the diamond must not be more than fifteen 
inches above the ground level of each base, and I have 
drawn circles at a distance of ten feet each from the center 
of the field showing how the surface of the ground is grad- 
15 ally graded down from the peak of the pitcher's box to 
the outfield. Each ten feet should mark a uniform de- 
crease in height. This method makes an excellent water- 
shed, provides an excellent playing surface, and makes the 
ball bound more accurately. 

Some very ornamental designs — ^geometrical figures, etc. 
— have been laid out by Mr. Fabian during his long career 
as superintendent of major league ball parks, and he will 
be pleased to give information on the subject, or answer 
any question concerning the care of a base ball diamond, to 
readers of this book. Inquiries should be addressed to 
Mr. Fabian, care of the American Sports Publishing Com- 
pany, 45 Rose Street, New York, accompanied by a two- 
cent self-addressed stamped envelope. 



102 SPALDING'S ATKLBTIC LIBRARY. 

How a Bi^ League Keeps Its Records 

By Ernest J. Lanigan^ Statistician. 

There is more work to the keeping of averages than the 
ordinary fan realizes and they are kept with the same 
scrupulous attention to accuracy that a bank clerk displays 
when he is posting the debits and credits in a depositors' 
ledger. 

Using the National League as an example, the work 
begins with the arrival of the official scores, which come 
to National League headquarters by series. If an official 
scorer does not send his scores promptly it holds the 
work up. 

Before the scores are passed on to the man who enters 
them on sheets that are specially printed, the services of 
an adding machine are requisitioned and all the totals are 
proved, the pitchers' summary having to agree with the 
team total. 

After this the National League secretary, if more than 
one pitcher has been used by a club, proves that the scorer 
has given the victory or charged the defeat to the proper 
person, this act taking up quite a lot of time on occasions 
when a group of boxmen figure in a game. The rules for 
crediting pitchers with victories and charging them with 
defeats are very explicit, but at times it happens that prob- 
lems appear that require deep thinking. 

The first thing that is done in the National League 
offices each morning of the playing season is to cut out and 
paste up the previous day's scores, a scrapbook being used 
for this purpose. The club standing is kept by means of 
a large wall schedule, with a sheet-steel backing. The 



SPALDING'S ATHLETIC LIBRARY. 103 

date is punched for the club winning the game. This card 
shows at a glance the club's won and lost games, as well 
as the tie and postponed games. When the scores for a 
series are 0. K.'d for entering they are checked off in the 
scrapbook and when they are not 0. K. they are returned 
to the official scorer for correction. 

Before the man who enters the scores receives them 
from the National League secretary, the team totals for 
the game are entered on a specially prepared sheet, every 
detail being shown. There are eight of these sheets — one 
for each club. 

There are two kinds of record sheets — one for the bat- 
ters and fielders and another for the pitchers. These are 
of the loose leaf ledger kind, the last season the National 
League having kept its averages in a book having been 
1907. 

Each player who participates in a game, even for one 
inning of one contest all year as a pinch runner, has set 
aside for him one ledger sheet. It is headed up with his 
full name and contains information as to how he bats and 
throws, what club he came from, whether he was purchased 
or drafted or a free agent. Should the player be trans- 
ferred to another National League club his performances 
with his old team are totalled up and the information as 
to what club he went to written on the sheet and the date 
of his transfer. The same procedure is followed in the 
case of a player returned to a minor league club, only, of 
course, another ledger sheet is not opened for him unless 
he returns to the National League in the fall. 

The ledger sheets for the players contain places for the 
dates of the game, the name of the club it is against, for 
the number of the game and for all the details of the 



104 SPALDING'S ATHLETIC LIBRARY. 

official score. These are totalled up every month and 
balanced. 

The pitching records are kept in the same way and 
the record sheet shows whether the man started and fin- 
ished the game, who relieved him if he didn't finish tlio 
game and who he relieved if he didn't start it. At the end 
of the season each ledger sheet contains a full history of 
the player's performances on the diamond. 

At one time the entering of players' records at home 
and abroad was done in two different colored inks, black 
for the games at home and red for those abroad. 

Once the totals of the ledger sheets balance with the 
totals of the team sheets, the work of getting out the 
National League averages does not end with the computing 
of the percentages. 

There are in the United States two news bureaus that 
furnish the newspaper with averages and their figures are 
checked against the official National League figures. This 
proves that the scores have been properly entered to the 
right accounts. 

After this comes the computing of the averages, which 
afterwards are all proved, and after this comes the arrang- 
ing of the figures for publication. 



SPALDINGS ATHLETIC LIBRARY. 



105 



How to Arrange a Base Ball Schedule 

Many factors enter into the making of schedules, such 
as the number of teams, number of available fields, number 
of days that the teams can play, etc., but certain funda- 
mental rules must be followed and are explained here to 
assist the beginner who is called on to arrange one 

HOME-AND-HOME SCHEDULE FOR 8 TEAMS 

First Series 



EAST 


WEST 


NORTH 


SOUTH 


FIELD 


FIELD 


FIELD 


FIELD 


1—4 


3—2 


5—8 


7—6 


1—3 


4—2 


5—7 


8—6 


1—6 


3—8 


5—2 


7—4 


1—5 


3—7 


e— 2 


8 4 


1—8 


4—5 


6—3 


7—2 


1—7 


4—6 


5—3 


8—2 


1—2 


3—4 


5—6 


7—8 




Return" Series 




EAST 


WEST 


NORTH 


SOUTH 


FIELD 


FIELD 


FIELD 


FIELD 


2—3 


4—1 


6—7 


8—5 


2—4 


3—1 


6—8 


7 5 


2—5 


4—7 


6—1 


8—3 


2—6 


4—8 


5—1 


7—3 


2—7 


3—6 


5—4 


8—1 


2—8 


3—5 


6—4 


7—1 


2—1 


4—3 


6—5 


8—7 



As eight-team leagues appear to be most popular, the 
diagram herewith has been prepared to show how a sched- 
ule of home-and-home games for such a league may be 



log SPALDING'S ATHLETIC LIBRARY. 

arranged. Playing one day a week, it would take four- 
teen weeks to complete the schedule. 

Numbers have been used in place of names for teams. 
This simplifies matters and helps to prevent duplication, 
as the figures from 1 to 8 must appear once only across 
each line. 

It is assumed that fields are available in four sections 
of the circuit. East Field being the home grounds for 1 
and 2, West Field for 3 and 4, North Field for 5 and 6, 
South Field for 7 and 8. 

The first thing to do is to arrange your sections so that 
two of them will be playing against each other, as follows : 

East West Noeth South 

vs. vs. vs. vs. 

West East South North 

North South East West 

South North West East 

This will bring together East vs. West and North vs. 
South in the first series. Two days will be required to 
finish the series between these sections. On the first day, 
have the odd teams play the even teams, always putting 
the home teams first. Your first day's play then would be : 
1 vs. 4 3 vs. 2 5 vs. 8 7 vs. 6 

On the second day, have the odd meet odd and even 
meet even: 

1 vs. 3 4 vs. 2 5 vs. 7 8 vs. 6 

Continue this plan until each section has met all of the 
other sections. 

As the meeting between the two teams which play on 
the same field usually creates the most rivalry, especially 
if the race is close, it is advisable to defer these games 



SPALDING'S ATHLETIC LIBRARY. 



107 



until the last, when 1 meets 2, 3 meets 4, 5 meets 6, 
7 meets 8. 

If it be desirable to have the home teams appear on 
alternate days, play the return series immediately after 
the first game. Thus, the first two days would be : 

1 vs. 4 3 vs. 3 5 vs. 8 7 vs. 6 

2 vs. 3 4 vs. 1 6 vs. 7 8 vs. 5 

There are several ways in which these teams may be 
shifted about to make an attractive schedule for eight clubs, 
but the foregoing offers the simplest plan to those who 
are unfamiliar with the subject. 

To arrange a schedule for ten teams becomes a more 
difficult matter, because we have an odd number of sec- 
tions to deal with. For that reason we will have the home 
team playing one section, while the traveling team will 
be playing a different section on the opponents' field. 

Let us say there are ten teams in the league and five 
available fields. We will adopt the same sections as were 
used in the eight-team league and add Central Field to 
be the home grounds for the additional two teams, which 
we shall number 9 and 10. 

Next we decide on how the sections shall meet, but 
instead of having two meet two, as was done in the eight- 
team league, we arrange them so that each section will 
meet every other section, as follows : 



Fast 


West 


NOKTH 


South 


Central 


vs. 


vs. 


vs. 


vs. 


vs. 


West 


North 


South 


Central 


East 


North 


South 


Central 


East 


West 


South 


Central 


East 


West 


North 


Central 


East 


West 


North 


South 



108 SPALDING'S ATHLETIC LIBRARY. 

Of course, the visiting sections should be repeated, be- 
cause it takes two days to complete a series. 

How to arrange the numbers so that each team will 
meet every other team once, and so that there will be 
no doubling up, becomes an interesting problem, and the 
following table has been prepared to show how this may 
be done: 



EAST 


WEST 


NOETH 


SOUTH 


CENTRAL 


FIELD 


FIELD 


FIELD 


FIELD 


FIELD 


1— 3 


4— 6 


5— 7 


8—10 


9— 2 


1— 4 


3— 5 


6— 8 


7— 9 


10— 2 


1— 5 


3— 7 


6—10 


8— 2 


9— 4 


1— 6 


4— 8 


5— 9 


7— 2 


10— 3 


1— 8 


3— 9 


6— 2 


7— 4 


10— 5 


1— 7 


4—10 


5— 2 


8— 3 


9— 6 


1— 9 


4— 2 


6— 3 


8— 5 


10— 7 


1—10 


3— 2 


5— 4 


7— 6 


9— 8 


1— 2 


3— 4 


5— 6 


7— 8 


9—10 



Leagues composed of more than eight teams become 
unwieldy, and it is necessary to devote much time and 
thought to arrange a suitable schedule when more than 
one team are to use the same field for home grounds. 

The better plan would be to divide the league into two 
divisions and have the winners in each division play off 
for the championship. A twelve-team league in two sec- 
tions could be played as follows: 

FIRST DIVISION SECOND DIVISION 

1—4 3—6 5—2 7—10 9—12 11— 8 

1—3 4—5 6—2 7— 9 10—11 12— 8 

2—3 4—6 5—1 8— 9 10—12 11—7 

2—4 3—5 6—1 8—10 9—11 12— 7 

1—2 3—4 5—6 7— 8 9—10 11—12 



SPALDING'S ATHLETIC LIBRARY. IO9 

This would permit each team to meet every other team 
once. If home-and-home series are preferred, transpose 
the numbers and place in proper columns, as has been done 
in "Return Series'^ on eight-team schedule. 

If there is an odd number of teams in the league, each 
team would have to lay off one game to permit the odd 
member to play; otherwise a double-header could be ar- 
ranged for each team with the odd member. 

By studying carefully the essential principles as out- 
lined, it would be possible for one who is conversant with 
figures to arrange a schedule for almost any number of 
teams. 



110 Spalding's Athletic Library 



Some New Books on Base Ball 

How to Catch and Hozv to Run Bases. Compiled by John B. 
Foster, editor of Spalding's Official Base Ball Guide and 
Spalding's Official Base Ball Record. Spalding Athetic Library 
series. No. 96R. Price 25 cents. 
A new book containing the most complete_ and valuable infor- 
mation about catching that has ever been published. New develop- 
ments in modern catching, which have never been touched upon, 
are elaborated by the author so that the beginner is given a 
deeper insight than has been afforded before into this important 
position on a base ball team. 

The reader is taken through all the phases of a base ball game, 
including instruction as to how the catcher should stand, how he 
should throw, how he should watch the bases, how he should 
control the field generally and how he should hold his hands 
and use his mitt. In addition, there is a chapter on signs, with 
illustrations of this particular feature. 

"How to Run Bases" is included with "How to Catch," because 
running bases and catching have everything in common. The 
runner is always out to beat the catcher at his game and the 
catcher is exactly as keen to get the runner. There are scores 
of suggestions for beginners in "How to Run Bases." All of 
the suggestions are simple and practical, and every beginner 
will "speed up'' if he takes note of them. 

_ The illustrations in this book are especially good and informa- 
tive, and in combination with the text should aid the reader 
greatly in getting a better idea of proficiency in these two depart- 
ments of the game. 

How to Pitch. Compiled by J. Ed Wray, sport expert for the 
St. Louis Post-Dispatch. Spalding Athletic Library series 
No. 79R. Price 25 cents. 

Keeping pace with the changes in the rules, which have read- 
justed all the theories about pitching, the writer of this most 
recent work has gone into the subject of serving the ball to the 
batter from every standpoint. It is a work of instruction and 
analysis as well as one of sound advice. 

Explanation is given of the curves and the best use to which 
they can be put during a ball game. The beginner is told how 
to effect change of pace and is also given sound advice as to 
how he should pitch to batters. The matter of control is empha- 
sized and the author has made a very practical demonstration 



Spalding^ s Athletic Library 1 1 1 

as to one way in which control can be obtained. Of course, it 
is based on practise, but all of the good points in base ball are 
brought out by practise. 

The beginner is told how to keep in condition and what to do 
to keep in condition. Excellent advice is given him as to what 
is best for_ the ball player. Even if during the summer season 
one plays in nothing but amateur games, it is better to follow 
sound and sane methods of diet and general work than to 
indulge in foods or dainties which are not the proper thing for 
the human body. 

New and original diagrams show many points in base ball 
which are at the best not well understood by the beginner, but 
which the diagrams may make more clear. Mention is made 
of the "freak ball" pitching, but as the day of *'freak"^ pitching 
is gone in base ball no extended analysis is entered into, and 
the beginner is advised, as a matter of fact, not to fool with 
the "freak deliveries," as they are called. They will simply 
spoil him for better work. 

There are chapters by the best authorities in base ball on the 
various points of good pitching. Walter Johnson has something 
to say, and so have other pitchers who have made reputations 
for themselves on the base ball field. It is certain that every 
player who is interested in pitching will find this book so full 
of valuable information that he is bound to improve his own 
style. 

How to Bat. By John B. Foster, editor of Spalding*s Official 
Base Ball Guide and Spalding's Official Base Ball Record. 
Spalding Athletic Library series No. 80R. Price 25 cents. 

It has been demonstrated that the boy who Is a beginner in 
base ball — and the beginner who may not invariably be a boy — 
is helped a great deal by the information which he receives from 
practical instruction about outdoor games. Once there was a 
time when people were a little inclined to scoff at the idea of 
instruction. It was their impression that all games were "sort 
o' acquired second nature." That belief has been well corrected. 

In any book of instruction which is written by one with prac- 
tical knowledge there may be one hint or one statement of value 
which is worth the reading of the book and many times its cost. 

In his new book, "How to Bat," Mr. Foster, who has been 
long associated with base ball in all capacities, has obtained his 
information from the fountain source. One by one the various 
topics that help to make a good batter are touched upon. 

In "How to Bat" the value of good batting is emphasized. 
The "attack" in the strategy of base ball is one of its most inter- 
esting features. Some think it is the most interesting. For that 
reason the subject of bunting is taken up, the theory and good 



n2 Spalding's Athletic Library 

effect of the sacrifice is discussed, the theory of the hit-and- 
run play is outlined, the beginner is told a great deal about 
placing hits, which, by the way, is a sure token of expertness 
on the part of a player, and the best methods of ''straightout" 
batting are outlined. 

How to Play the Infield and How to Play the Outfield. Compiled 
by John B. Foster, editor of Spalding's Official Base Ball 
Guide and Spalding's Official Base Ball Record. Spalding 
Athletic Library series. No. 97R. Price 25 cents. 

Five volumes in one, and a general and comprehensive dis- 
cussion of all infield and outfield positions. Gives thorough in- 
struction how to play each infield position, based on the methods 
of modern base ball. First base, for instance, and the position 
of shortstop are no longer played, except in a general way, as 
they were in the old days. 

Up-to-date base ball makes first base one of "the" positions on 
the ball team, and the new book tells why and tells how to play 
it the new way. The shortstop has become almost as much a 
second baseman as the second baseman, and the new book tells 
the beginner all about that, while the duties of his particular 
position, both individually and in relation to the other players, 
are clearly set forth for the third baseman. 

If a boy wishes to become a first baseman this is the book to 
purchase, because it will tell him how to play first base and also 
tell him how first base is related to second base, shortstop, third 
base and all outfield positions. If a boy wishes to play the out- 
field he finds exactly similar information. The publishers have 
combined the fielding positions, because it is becoming more and 
more evident that team work is what counts in base ball, and 
where the reader can obtain practical instruction on all the 
fields he is developing team work at the foundation. 

In the outfield there has been less change than on the infield, 
but everything new in regard to outfield play has been incorporated 
in this new volume, and many new points that have not been 
heretofore brought to the attention of the outfielder who would 
perfect himself in his position. 

A most interesting feature of this book on "How to Play the 
Infield and the Outfield" is the idea of showing by pictorial dia- 
grams plays that arise on the field and how the order should ho. 
followed. Nearly every important complication that can arise 
on the diamond is presented. 

Base Ball for Boys. Compiled by John B. Sheridan,^ sport expert 
for the St. Louis Globc-Dcmocrat and the originator of the 
small size diamond for boys adopted by the National and 



Spalding's Athletic Library 113 

American Leagues at their annual meetings at Chicago, 1920. 
Spalding Athletic Library series No. 365. Price 10 cents. 

This is a new book on the game of base ball for the "small 
boy." It is written simply and plainly from an instructive stand- 
point. It is of value to the beginner of older years, but its 
rnain purpose is to encourage the little fellow to develop by 
right methods his inborn desire to play base ball well. 

Sound advice is given about pitching. If the learner begins 
to^ pitch the right way he will get into the thick of base ball 
with much more interest than if he performs for the better part 
of his boyhood days as an awkward novice. The author pro- 
vides helps for batting. He gives points on the right way to 
play to make runs, and runs are what win ball games. All 
through the work the aim of the author has been to teach base 
ball by contrast. That is, to point out the incorrect ways and 
then cite the correct way, with the testimony of some expert to 
illustrate the correct way. 

In connection with the adoption of an "official diamond" and 
an official base ball for boys, it is assured that all of their 
matches in the future will take on more of a "real champion- 
ship" than they have in the past. Mr. Sheridan has labored to 
make it plain to the boys who will compete in the games on 
their "own diamond" what policy is best to be pursued when- 
ever an emergency arises in a game. There are "emergencies" 
in boys' games exactly as there are in the games of the "grown- 
ups" and possibly one mistake which has been made in recent 
years is that of paying too little attention to the small boys' 
"emergencies." 



Other books in the Spalding Athletic Library series on the 
subject of base ball are "How to Play Base Ball," which gives 
in a general way the duties of the various positions on the field. 
Price 10 cents. 

"How to Umpire," as its name indicates, is designed especially 
for the instruction of the arbiter. Compiled by Billy Evans, the 
noted American League official, is sufficient to indicate that the 
information given is first hand and based on actual experience. 
Mr. Evans' success as an umpire is a guarantee that he is well 
qualified to pass judgment on the method by which a game should 
be conducted. Price 25 cents. 

How many players know the rules, or if they do — or think 
they do — how many can intelligently interpret the meaning of the 
code? Although in the past few years a great improvement has 
been made in the Spalding Guide by the introduction of explana- 
tory paragraphs in the rules, nevertheless numerous inquiries 



114 Spalding's Athletic Library 

continue to come dail}' during the playing season to the publishers 
of the Guide. Many of these "knotty problems" are published 
yearly in the Spalding Guide and are subsequently published in 
book form with others that have been omitted from the Guide for 
lack of room. This book is called "Knotty Problems," and has 
been edited by John B. Foster, editor of the Spalding Guide, 
and Billy Evans, the American League umpire. Not only is this 
volume of use to the ball player, but it will furnish much informa- 
tion to the "fan." Numerous disputed decisions would be instantly 
cleared up if a reference was made to the Spalding Library on 
"Knotty Problems." Price 2S cents. 

For complete list of books of the Spalding Athletic Library 
series, see front pages. 




Spalding Base Ball Uniforms 

Spalding Base Ball Uniforms are made in Spalding factories, 
which means clean, sanitary conditions. Tailored by com- 
petent workmen, and have wearing qualities that make them 
the most economical for the rough usage of the game. Teams 
owe it to themselves and to their patrons to always look their 
best. Samples of materials and prices mailed on request. 
See list of Spalding store addresses on inside front cover. 



LIBRARY OF CONGRESS 




005 900 673 3 # 

every Ainieiic 5pon ana is 
Official and Standard 





^Ii 




^^JH 



ATHLeno 




are the 

Standard 
of the 
World 



A.O.Spaldling £rBros. 

Maintain Wholesale and Retail Stores in the followine Cities 

London, England 
Liverpool, England 
Manchester, England 
Birmingham, England 
Bristol, England 
Edinburgh, Scotland 
Glasgow, Scotland 



New York 

Newark 

Philadelphi 

Boston 

Pittsburgh 

Buffalo 

Syracuse 

Rochester 

Albany 



Baltimore 

Washington 

Atlanta 

New Orleans 

Dallas 

Cleveland 

Cincinnati 

Columbus 

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Chicago 
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Seattle 

Portland, Ore. 

Montreal, Canada Sydney, Australia 
Toronto, Canada Paris, France 




Factories owned and operated by A. G. Spalding & Bros., 
and where all of Spalding's Trade-Marked Athletic 
Goods are made, are located in the following cities 

New York Chicago San Francisco London, England 
Brooklyn Philadelphia Leeds, England 

Boston Chicopee, Mass. Brantford, Canada^ 




